INFLUENCE OF MONITORING AND EVALUATION ON THE PERFORMANCE OF CONSTITUENCY DEVELOPMENT FUNDED PROJECTS IN KURIA WEST CONSTITUENCY,

BY

WAMBUA LAWRENCE GATHENGE

D53/MSA/PT/24568/2010

A RESEARCH PROJECT SUBMITTED TO THE SCHOOL OF BUSINESS IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF DEGREE OF MASTER OF BUSINESS ADMINISTRATION (PROJECT MANAGEMENT OPTION) KENYATTA UNIVERSITY

MARCH, 2019 DECLARATION

This research project is my original work and has not been presented for examination in any other University.

Signature: …………………..... Date: ……………………………….

WAMBUA LAWRENCE GATHENGE

D53/MSA/PT/24568/2010

I confirm that the work in this research project was done by the candidate under my supervision

Signature……………………………… Date………………………………

DR. ROSEMARY JAMES

LECTURER,

DEPARTMENT OF MANAGEMENT SCIENCE.

KENYATTA UNIVERSITY

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DEDICATION

I dedicate this work to my wife Kawira and my children Wanza and Murimi for their encouragement and support during the entire period of my study and continued prayers towards successful completion of this course.

May the almighty God bless you abundantly.

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ACKNOWLEDGEMENT

This research project could not have gone this far without the contribution and support of various personalities. First and foremost, I wish to express my sincere thanks to my supervisor Dr. Rosemary James for having agreed to supervise this research and her guidance.

My heartfelt thanks also go to the most High for his guidance, protection and providence which has enabled me to undertake this project that is too involving both in time and resources.

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TABLE OF CONTENTS

DECLARATION ...... ii DEDICATION ...... iii ACKNOWLEDGEMENT...... iv TABLE OF CONTENTS ...... v LIST OF TABLES ...... viii LIST OF FIGURES ...... ix OPERATIONAL DEFINITION OF TERMS ...... x ABBREVIATIONS AND ACRONYMS ...... xi ABSTRACT ...... xii CHAPTER ONE :INTRODUCTION ...... 1 1.1 Background of the Study ...... 1 1.1.1 Project Performance ...... 2 1.1.2 Project Monitoring and Evaluation ...... 3 1.1.3 Constituency Development Fund Projects in Kuria West Constituency ...... 5 1.2 Statement of the Problem ...... 6 1.3 Objectives of the Study ...... 7 1.3.1 General Objective...... 7 1.3.2 Specific Objectives of the Study ...... 7 1.4 Research Questions ...... 8 1.5 Significance of the Study...... 8 1.6 Scope of the Study ...... 9 1.7 Limitations of the Study ...... 10 1.8 Organization of the Study ...... 10 CHAPTER TWO :LITERATURE REVIEW ...... 12 2.1 Introduction...... 12 2.2 Theoretical Review ...... 12 2.2.1 Stakeholders Theory ...... 12 2.2.2 Competency Theory ...... 13 2.2.3 Resource Dependency Theory ...... 14 2.2.4 Transformative Learning Theory ...... 145 2.2.5 Expectancy theory ...... 16 2.3 Empirical Literature Review...... 17

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2.3.1 Stakeholder Participation in Monitoring and Evaluation and Project Performance ...... 17 2.3.3 Technical Capacity in Monitoring and Evaluation and Project Performance ...... 18 2.3.4 Budgetary Allocation in Monitoring and Evaluation and Project Performance .... 20 2.3.5 Staff Training on Monitoring and Evaluation and Project Performance...... 22 2.4 Summary of Literature and Research Gaps ...... 23 2.5 Conceptual Framework ...... 25 CHAPTER THREE :RESEARCH METHODOLOGY ...... 28 3.1 Introduction...... 28 3.2 Research Design ...... 28 3.3 Target Population ...... 29 3.4 Sampling Design ...... 29 3.5 Data Collection ...... 32 3.5.1 Data Collection Instruments ...... 32 3.5.2 Validity of the Research Instrument ...... 33 3.5.3 Reliability of the Research Instrument ...... 33 3.6 Data Collection Procedure ...... 34 3.7 Data Analysis and Presentation ...... 34 3.7.1 Regression Model Diagnostic Test ...... 35 3.8 Ethical Considerations ...... 36 CHAPTER FOUR : RESEARCH FINDINGS AND DISCUSSIONS ...... 37 4.1 Introduction...... 37 4.2 Response Rate ...... 37 4.3 Demographic Characteristics of Respondents ...... 38 4.3.1 Age of the Respondents ...... 38 4.3.2 Gender of the Respondents ...... 39 4.3.3 Academic and Professional Qualifications of the Respondents ...... 39 4.3.4 Validity and Reliability Results ...... 40 4.3.5 Correlation Analysis ...... 41 4.4 Descriptive Statistics ...... 43 4.4.1 Stakeholder Participation and Performance of CDF Projects...... 43 4.4.2 Technical Capacity of M & E Team and Performance of CDF Projects ...... 45 4.4.3 Budgetary Allocation for M & E and Performance of CDF projects ...... 47 4.4.4 Staff Training in M & E and Project Performance ...... 48

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4.4.5 Performance of CDF Projects ...... 50 4.5 Multiple Regression Analysis ...... 54 CHAPTER FIVE :SUMMARY, CONCLUSION AND RECOMMENDATIONS ...... 58

5.1 Introduction...... 58

5.2 Summary of the Study ...... 58

5.2.1 Influence of Stakeholder Participation on the Performance of the CDF Projects . 59 5.2.2 Influence of Technical Capacity of M & E Team on Performance of CDF Projects ...... 59 5.2.3 Influence of Budgetary Allocation for M & E and Performance of CDF Projects ...... 60 5.2.4 Influence of Staff Training in M & E and Project Performance ...... 60 5.4 Recommendations ...... 62

5.5 Implications on Policy ...... 63

5.6 Suggestions for Further Research ...... 64

REFERENCES ...... 65

APPENDIX I: INTRODUCTORY LETTER ...... 71

APPENDIX II: QUESTIONNAIRE...... 72

APPENDIX III: RESEARCH APPROVAL LETTER...... 77

APPENDIX IV: RESEARCH AUTHORIZATION LETTER...... 78

APPENDIX V: RESEARCH PERMIT ...... 79

APPENDIX VI: TARGET POPULATION ...... 80

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LIST OF TABLES

Table 2.1: Summary of Knowledge Gaps ...... 23

Table 3.1: Target Population ...... 29

Table 3.2: Sample Size ...... 30

Table 3.3: Operationalization f Variables ...... 31

Table 4.1: Response Rate Analysis ...... 37

Table 4.2: Age of the Respondents ...... 38

Table 4.3: Gender of the Respondents ...... 39

Table 4.4: Academic and Technical Qualifications of the Respondents ...... 39

Table 4.5 Reliability Results ...... 41

Table 4.6 Overall Correlation Matrix ...... 43

Table 4.7 Stakeholder Participation in CDF Projects ...... 44

Table 4.8: Formal Meetings held engaging Stakeholders for updates ...... 45

Table 4.9: Technical Capacity in M & E Team and Performance of CDF Projects ...... 46

Table 4.10: Budgetary Allocation of M & E and Performance of CDF Projects ...... 47

Table 4.11: Staff Training on M & E and Project Performance ...... 49

Table 4.12: Completion of the CDF Projects ...... 50

Table 4.13: Phases of Projects Recommended for further Funding by the CDFC ...... 51

Table 4.14: Disbursement of the M & E Funds ...... 53

Table 4.15: Extent to which factors of M & E influenced Performance of Projects ...... 54

Table 4.17: Analysis of Variance ...... 55

Table 4.18 Regression Coefficients ...... 56

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LIST OF FIGURES

Figure 2.1: Conceptual Framework ...... 26

Figure 4.1: Percentage spent in undertaking M & E of CDF projects ...... 52

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OPERATIONAL DEFINITION OF TERMS

Budgetary allocation: The process where organizations project the level of

expenditure they might incur and set aside funds to

ensure that the expenditures are met when due.

Constituency Development Fund: A fund aimed at achieving impartial distribution of

resources across regions by bringing development

to constituency level.

Evaluation: A systematic and objective assessment of an on-

going or completed project, program or policy, its

design, implementation and results.

Monitoring: An ongoing systematic collection of information to

assess progress towards the achievement of

objectives, outcomes and impacts.

Project performance: The ability of a project to be accomplished within

the defined budget, time and the anticipated design.

Staff training: The organized activity aimed at imparting

information to improve the recipient’s performance

by attaining a required level of knowledge or skills.

Stakeholder participation: The active engagement of individuals in various

activities associated with identification, planning,

implementation, monitoring and evaluation of

projects implemented at the constituency level

using CDF.

Technical capacity: The staff knowledge, training and experience along

with the systems in place required to operationalize

a policy. x

ABBREVIATIONS AND ACRONYMS

CDF: Constituency Development Fund

CDFC: Constituency Development Funds Committee

DPC: District Projects Committee

IEA: Institute of Economic Affairs

M & E: Monitoring and Evaluation

MCAs: Members of County Assembly

MPs: Members of Parliament

NG-CDF: National Government Constituency Development Fund

OECD: Organization for Economic Cooperation and Development

PMBOK: Project management Book of Knowledge

PMC: Projects Management Committee

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ABSTRACT The failure to achieve development in Kenya and in most African countries is caused by escalating poverty, unemployment and inequality. In Kenya the Constituency Development Fund (CDF) was established for undertaking projects that are aimed at tackling these challenges. The hope was that it would enhance peoples’ participation and power in decision-making processes; promote good governance, transparency and accountability. However, despite many CDF projects having been initiated so as to transform the living standards of the constituents little had been achieved due to the poor performance of the CDF projects. It was thus important that the variables that influence the performance of CDF projects be identified and scrutinized so as to attain the expected developments. This study sought to investigate the influence of M & E on the performance of CDF projects in Kuria West constituency. To achieve this, the objectives of the study were to scrutinize how stakeholders’ participation in M & E, technical capacity on M & E, budgetary allocation for M & E, and staff training influence the performance of CDF projects in Kuria West Constituency. This study employed descriptive survey research design. The scope of the study was the CDF projects completed between the year 2013 and 2017 and within Kuria West Constituency. The target population consisted of the 156 CDF projects which were composed of completed projects only. Stratified random sampling was employed. A sample of sampled 47 projects was considered and this formed 30% of the target population. The respondents consisted of the project managers of those completed projects, Members of County Assembly (MCAs) and one person selected randomly from the personnel running the completed projects. Questionnaires were used as instruments of data collection. The collected data was edited, coded, classified and then entered and analyzed using a computer Statistical Package for Social Scientists (SPSS) version 21-software program. Cronbach’s alpha was used to test for internal reliability of each variable used in the study. Data analysis was undertaken using descriptive statistics, correlation and regression analysis. Descriptive statistics was utilized where percentages, mean and standard deviation were used to help summarize the variables. Correlation analysis was used to establish the strength of the relationship between the independent and dependent variables. A multiple regression model was then fitted to determine the influence of the independent variables on the performance of the CDF projects in Kuria west Constituency. The study concluded that M & E influenced the performance of CDF projects. The study recommends that CDFC should increase the level of stakeholder engagement in M & E of projects so as to gauge progress and enhance accountability to promote CDF projects performance. Technical capacity of M & E committee members should be improved through hiring people with the correct technical skills in order to enhance project performance by delivering projects that meet the desired specifications. The study established that the budgetary allocation for M & E is not sufficient. The study thus provides the basis for the government to consider increasing the budgetary allocation for M & E in order to promote projects performance. The CDF project management committees should emphasize on staff training so as to advance the performance of projects. The study established that up to 76.3% of performance of CDF projects is explained by M & E. The research suggests further research on other variables that may be responsible for the performance of CDF projects that have not been explained by this research. Further research should consider inclusion of more variables like moderating and/or intervening variables such as political environment to gain a further understanding on the influencers of project performance.

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CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Project management is the discipline of initiating, organizing, planning and managing resources to bring about the successful completion of specific project goals and objectives

(PMBOK, 2017). Not all the projects will go through every stage of the project lifecycle as projects can be called off before they attain completion. Some projects do not follow a structured planning and/or monitoring stages. Filicetti (2009) describes a project as a temporary endeavour carried out by people who work together with the aim of creating a unique product or service, within a defined time frame and budget to produce deliverables which are identifiable. In order to complete a project, resources and time must be expended. The definition by Mulwa (2008) sees a project as sequence of tasks with a beginning and an end and that is bound by time and resources.

The USA and other developed countries have resorted to decentralization of resources through projects aimed at improving the lives of their citizens. Decentralization is a process where decision-making pertaining the use of resources is transferred from national to the grassroots thereby improving service delivery (Wagana, 2017). Central government involvement in grassroots projects has also been growing in various countries including

Kenya, India, Pakistan, Jamaica, Uganda, and Bhutan. This has led to the inauguration of new as well as revival of ancient institutions that seem to offer opportunities for decentralization.

Decentralization aims to get government initiatives to the community level, increasing civic engagement as well as attaining equality across the state. (Savage and Lumbasi,

2016). The introduction of Constituency Development Fund (CDF) in Kenya was a decentralization initiative meant to devolve resources to the grass-root level. Despite the 1 disbursement of the funds to the various constituencies, most of the CDF funded projects have performed dismally in meeting their objectives.

Monitoring and evaluation (M & E) of projects is essential for the achievement project objectives as it improves the efficiency of project planning, implementation and management as a whole. Numerous projects could be undertaken so as to transform political and socio-economic well-being of citizens in any given locality. To improve people’s lives, the demand for development effectiveness has been increasing (UNDP

Report, 2002). The need for continuous improvement and quality of performance of projects in organizations requires effective M & E as well as the utilization of the M & E results.

1.1.1 Project Performance

Performance is the results achieved by a body as a whole or an outcome attained after fruitful efforts in implementing a strategy (Mwangi, 2016). Researchers hold that time, cost and quality though traditional, present a concrete background for measuring project performance (Ngacho and Debadyuti 2014). Ngacho and Debadyuti (2014) further observed that the performance of projects can be evaluated using different performance indicators related to additional concepts of client satisfaction, consumer changes, quality, health and safety, and business performance.

However, product/scope, cost and time are the main performance evaluation dimensions

(PMBOK, 2017). Malcom (2015) asserted that the “Iron Triangle model” of cost, time and product represents a limited view of project performance perspectives and other attributes for instance, client satisfaction, relevance and sustainability of projects should be put into consideration. This study thus sought to gauge how stakeholder participation, budgetary

2 allocation, technical skills on M & E committee members and staff training influenced how

CDF projects were completed within time, budget and produced the anticipated product.

1.1.2 Project Monitoring and Evaluation

Monitoring and evaluation are interrelated. Monitoring is a continuous process involving data capture and analysis aimed provision of early indicators regarding the performance of a project whereas evaluation utilizes the data and information generated through monitoring system so as to analyse the trends in effects and impact of the project.

Evaluation entails a meticulous analysis of ongoing and/or completed activities that determine the accountability of management for project control (Omar and Ngeywo, 2017).

The National Government-CDF Act (2015) bestows the CDFC the mandate to undertake M

& E and capacity building.

Nduati (2011) asserted that M & E plan, budget, stakeholders’ participation, source of funding and training in M & E influenced M & E performance. The technical know-how of the persons involved in M & E should be considered otherwise there will be limitations on how extraction and dissemination of accurate M & E information is undertaken (Vanesa and Gala, 2011). Musomba, Kerongo, Mutua, and Kilika (2013) conducted a study in

Changamwe Constituency to find out the factors that affected M & E effectiveness of CDF projects, and concluded that the budgetary allocation for M & E was inadequate. Nabulu

(2015) established that training on M & E had an impact on projects performance positively.

In 2010, Patton criticized the importance of stakeholders’ participation and held that it leads to unjustifiable influence on the evaluation while minimal involvement may lead to evaluators’ dominance. Depending on the project timeline there may be insufficient time to engage stakeholders. Zyl (2010) had negated the importance of setting up M & E structures

3 arguing that it was expensive, unnecessary, and burdensome for the projects. Sally (2013) argues that technical capacity leads to micromanagement as well as poor or lack of delegation which negatively impacts on project success. Mwangi, Nyang’wara, and Kulet

(2015) discredited the employment of technical personnel in M & E on community based projects. The inconsistencies on the influence of stakeholder participation, technical capacity, budgetary allocation and training on performance of projects motivated this study.

To achieve the objective of the study, the frequencies of stakeholders’ participation in reviewing project achievements against set objectives on project performance was established; frequency of M & E stakeholder group discussions for progress evaluation and how frequently the stakeholders were called upon to develop M & strategies was also gauged. To establish the influence of technical capacity of M & E committee members, the evaluators level of academic and professional qualifications, their years of experience in M

& E on the performance of CDF projects as well as the degree to which evaluators were given clearly defined roles and responsibilities on CDF projects’ performance were investigated.

To establish the effect of M & E budgetary allocation on performance of CDF projects; the effect of the cost of evaluating a project; the level of financing and the existence of budgetary committee vis a vis the performance of the CDF projects were considered. To find out the influence of M & E staff training on the performance of CDF projects, the following measures were undertaken: the timing and level of training; the frequency at which the trainings are undertaken; and the level of relevance of the M & E trainings and their influence on performance of CDF projects.

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1.1.3 Constituency Development Fund Projects in Kuria West Constituency

In 2003, Kenya established the Constituency Development Fund (CDF) following a bill of parliament that was passed into law as the CDF Act of 2013. This Act was later amended in the year 2007. Following the enactment of Constitution of Kenya 2010, a new Act, the

CDF Act (2013), was borne. This enactment was primarily aimed at ensuring that the law controlling the CDF was in line with the Constitution of Kenya 2010 as well as in agreement with the tenets of: separation of powers; transparency; people participation; and accountability. In 2016, a new Act, the National Government-Constituency Development

Fund Act was borne. CDF aims at poverty alleviation, improving service delivery, and economic governance enhancement while contributing to socio-economic development.

This was consistent with meeting the Sustainable Development Goals (SDGs). Mapesa and

Kibua (2006) indicate that the Fund strives to check disparities in regional development caused by partisan politics.

Kuria West Constituency is an electoral constituency in Kenya that was curved out from the former Kuria Constituency with the inception of the new constitution (IEBC, 2009). It is one of the constituencies in Migori County with a population of 162,857 people covering an area of approximately 332.50 Square Kilometers (KNBS Census Report, 2009). This area was selected for this study because of its uniqueness in terms of culture and traditions, namely, early marriage, Female Genital Mutilation (FGM) attitudes, child labour

(Children’s department office Kuria West sub-county, 2013). Cattle-rustling is rampant in the area and the poverty index is high. The constituency lags behind in childhood education in comparison with other areas of Kenya. Primary school registration, attendance, and retention are erratic. Secondary school attendance is minimal. CDF projects seek to reduce poverty and improve on livelihoods.

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In 2013, Ochieng’ and Tubey conducted a research on CDF in in a bid to unearth how effective the M & E process was. They noted that in spite of project management team acknowledging that the CDF projects they managed were stable, some projects had not made significant impact while others had stalled owing to ineffective M &

E procedures. Similarly, in Kuria west constituency, a contract for the construction of

Naora Water Dam and payment made in full in November 2012 had not been completed as at the time of the review (Kenao Report 2013-2014). The same report indicates also an X-

Ray building at Kuria-West District Hospital which had been contracted out had stalled due to the building’s unsuitability to host X-Ray facilities leading to the construction of a new building after money had been spent. It is due to these anomalies that the study sought to find out how the performance of CDF projects in Kuria West Constituency is influenced by

M & E.

1.2 Statement of the Problem

Despite many CDF projects having been undertaken in an effort to transform the living standards of the Kenyans, most of the constituents of Kuria West constituency are still living in a deplorable state (Sotundo, 2016). In Kuria West constituency, concerns have been raised with respect to CDF budget overrun, incomplete projects as well as performance of the completed CDF projects (Kenao, 2017). There has been reduction in secondary school enrolment with some CDF projects being neglected due to insufficient funds; some health centres have not been operational while several roads are still impenetrable during rainy seasons (Nkinina, 2015). Kuria West Constituency CDF is faced with concerns of budget overrun, incomplete projects as well as performance of the completed

CDF projects (Kenao, 2017).

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Nabulu (2015) established that training of CDF committee members as well as

beneficiaries influenced the performance of M & E of CDF projects in Narok East County.

Maendo, James and Kamau (2018) recognized M & E as an indispensable management

function as it plays a crucial role in project performance. Nalianya and Luketero (2017)

established that M & E plans, M & E information system and stakeholder participation in

M & E influenced performance of Maternal Health Projects in Bungoma South Sub-

County, Kenya. The relatively poor performance of CDF projects despite these findings

from earlier research on the factors influencing performance of the projects points to the

possibility that clear understanding has not been achieved. This formed the motivation

behind this investigation. This study thus sought to establish the influence of M & E on the

performance of CDF projects in Kuria West Constituency.

1.3 Objectives of the Study

1.3.1 General Objective

The general objective of this study was to examine the influence of Monitoring and

Evaluation on the performance CDF projects in Kuria West constituency.

1.3.2 Specific Objectives of the Study

The study sought to: i) To establish the influence of stakeholder participation in M & E on the performance of

CDF projects in Kuria West Constituency. ii) To determine the influence of level of technical capacity of M & E committee members on

the performance of CDF projects in Kuria West Constituency. iii) To assess the influence of budgetary allocation for M & E on the performance of CDF

projects in Kuria West Constituency. iv) To investigate the effect of staff training on M & E on the performance of CDF projects in

Kuria West Constituency.

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1.4 Research Questions

The study sought to answer the following questions; i) How does stakeholder participation in M & E affect the performance of CDF projects in

Kuria West Constituency? ii) How does the technical capacity of M & E committee members influence the performance

of CDF projects in Kuria West Constituency? iii) How does budgetary allocation for M & E affect the performance of CDF projects in Kuria

West Constituency? iv) How does staff training on M & E influence the performance of CDF projects in Kuria

West Constituency?

1.5 Significance of the Study

This study contributes to theory building by expanding the understanding of the marginal

and individual effects of stakeholder participation, technical capacity, budgetary allocation

and staff training factors on performance of CDF projects. This study also provides

knowledge about M & E by providing the discrete effects of each determinant of CDF

projects performance when studied in isolation and the interactive effects when studied

together. This study also serves as a reference for academicians and other researchers who

might be interested in carrying out further research on performance of CDF projects. It also

provides a foundation on which to cross-examine the importance of other variables that are

not within the purview of this study.

The government benefits from the findings of this study. Kenya being a developing

country, the Fund has been facing challenges which include misuse of the funds and hence

the call for accountability. The government can borrow from the findings of this study

when planning for M & E interventions both in CDF and other government funded

8 projects. The study gives a base as to why to advocate for stakeholder participation in M &

E. The study gives an indication on the importance of technical capacity for projects team hence can help the government to make the right decisions especially when hiring. The government can borrow from the findings of this study especially when debating on the sufficiency budgetary allocation for M & E for CDF projects hence forming a strong basis for adjustments. It also assists when planning for training interventions.

Project managers can benefit from the findings of this study by knowing the contribution of each variable to projects performance in advance. The findings form a basis for the managers when making decisions pertaining involving stakeholders, hiring, making the correct budget allocation as well as training of the project team. This can then be employed to improve on the performance of the undertakings they manage.

The findings of this study are helpful in informing policy guidelines. Successful CDF projects lead to improved livelihoods of the citizens. The findings create an understanding on the influence of various determinants of CDF projects performance. The findings thus form a basis on which M & E policies may be enhanced and reviewed. Recommendations from the study supports stakeholders and other policy makers from the project management fraternity in coming up relevant policies that will influence projects’ performance in future.

1.6 Scope of the Study

This study sought to establish the influence of Monitoring and Evaluation on the performance of CDF projects in Kuria West constituency. To achieve this, the study scrutinized how stakeholders’ participation on M & E, technical capacity of M & E team, budgetary allocation for M & E and staff training influence CDF projects’ performance.

The study considered complete and functioning as well as complete and non-functional

CDF projects that were completed between 2013 and 2017. The study did not consider

9 other concepts of M & E on their influence to project performance. The effect of stakeholder participation, technical capacity and budgetary allocation on the other phases of the project lifecycle were not considered. The geographical area under consideration was only be Kuria West Constituency.

1.7 Limitations of the Study

Collecting information from some of the respondents was a challenge since they felt that they lacked authority to comment on government/CDF sponsored projects and hence hesitant in filling the questionnaires. To mitigate this, the research assistants assured the respondents that the purpose of the study was strictly for academic purposes. Introductory

Letters were given to all the respondents to further assure them of their confidentiality and that the data collected were to be for this specific academic research only. CDF being a form of decentralization has scanty literature in Kenya as the legislation governing the same has been dynamic since its inception in 2003. Additionally, Kuria West constituency has not been researched with respect to CDF. To mitigate this, the study cited literature from studies on the other CDF funded projects as well as from other countries that have longer experiences in decentralization.

1.8 Organization of the Study

This study is organized into five chapters. The preceding chapter one covers the background of the research, statement of the problem, research objectives, significance of the study, scope of the study, and the limitations anticipated to be encountered in the course of the study. Chapter two reviews literature on how the variables of stakeholder participation, technical capacity, budgetary allocation, and staff training on M & E influence CDF projects performance. This also includes the conceptual framework. Chapter three covers the research methodology to employed in the study. Chapter four presents the

10 study findings, discussions and their interpretations. Chapter five gives a summary of the study, conclusion, recommendations and gives suggestions for further research.

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CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter critically analyzes literature on the influence of M & E on the performance of

CDF projects while focusing on theoretical review, summary of the empirical literature review and main gaps that this study sought to be fill. Literature regarding stakeholder participation, technical expertise, budgetary allocation for M & E and staff training on the performance of CDF projects is the main focus of this chapter.

2.2 Theoretical Review

2.2.1 Stakeholders Theory

The stakeholder theory was developed by Richard Edwin Freeman in 1984. Stakeholder theory postulates that maximizing the value of stakeholders will maximise the value of the whole organization. It is a theory of how organizations are managed to achieve their objectives while observing the dictates of conscience. It helps identify and shape stakeholder groups to a project by describing and recommending methods by which management can take into account the needs of those groups. It thus strives to address the principle of who or what really matters (Freeman, 1984). Recent scholarly works on the topic of stakeholder theory that epitomize research and theorizing in this area include

Mitchell, Agle, and Wood (1997), Friedman and Miles (2002), and Phillips (2003).

According to Miles (2013), a stakeholder is any individual or group of individuals that can affect or is affected by an organization. Stakeholders include but are not limited to the community, organizations’ employees, suppliers, community-based-organizations and endangered groups. Freeman as cited by Miles (2013) asserts that the stakeholder approach helps managers by explaining how the organizations fit into the external environment, how their operations and procedures affect the stakeholders and cautions them against making 12 major decisions without analyzing the impact such decisions may have on each of the stakeholders.

The approach is intended to broaden the management’s vision of its roles and responsibilities beyond the profit maximization function (Rao, 2001). Patton (2010) further asserts that the stakeholder model entails that all persons or groups with legitimate interests participating in an enterprise do so to obtain benefits and that there is no pre-set priority of one set of interests and benefits over another. Oakle (2011) describes stakeholder approach as a powerful means of understanding the firm in its environment. Associated corporations, prospective employees, prospective customers, and the public at large, need to be taken into consideration.

This theory is relevant to the current study since CDF consists of monies of a sum of not less than 2.5% of all the national government’s share of income (NG-CDF Act, 2015).

Government revenue is obtained through taxation of the citizens and therefore all citizens are stakeholders in the Fund. Additionally, CDF projects are implemented for the benefit of the community. Involvement of the community and the different CDF committee members in the carrying out of the projects would encourage acceptability. Stakeholders’ Theory does not present a single corporate objective, but directs the project management team to serve numerous principals (Chew and Gillan, 2006). In like manner, since CDF projects aim at developing all constituencies the study borrowed heavily from this theory.

2.2.2 Competency Theory

Competency theory was developed by Prahalad and Gary Hamel in 1990. The theory postulates that firms have a combination of multiple resources and skills that differentiate them from others in the marketplace (Schilling, 2013). Technical superiority is one of the core competencies that set these firms apart. These core competencies consist of a set of

13 production techniques or skills that convey additional value to the consumer. The core competencies are attained through continuous improvements over a period of time as opposed to a single large change. For an organization to be performing, it requires both tangible and intangible resources and the latter includes core competencies that may be difficult and at times expensive to acquire (Alexander and Martin, 2013).

To carry out CDF projects to completion, all the phases of the project should be undertaken in the right way from initiation to project close out. Technical expertise is required more so where the roles to be carried out are complex. The process of M & E requires the personnel undertaking the exercise to be knowledgeable on the key aspects of the project. This enhances independence which is important for a sound M & E process (Wanjiru, 2008).

The qualification of the M & E staff differentiates the performance of projects from others

(Schilling, 2013). This theory thus guided the study especially in establishing the influence of technical capacity on the performance of CDF projects.

2.2.3 Resource Dependency Theory

This study was developed by Pfeffer & Salancik in 1978. The theory presupposes that organizations depend on scarce resources procured from the environment external to them.

The survival of the organizations relies greatly on how they are able to attain and utilize these resources. Hatch (2013) asserts that, the demand for resources coupled with a market for the finished goods and services have compelled organizations to depend on their environment. The environment in response has exerted influence on the entities that depend on it.

Fadare (2013) observes that organizations may not thrive where the assurance for the continuous supply of essential resources is lacking. He further argues that organizations achieve success by maintaining several supply sources, engaging suppliers in vertical

14 integration, as well as through horizontal integration with competitors. The CDF projects depend on the environment in which they operate in for labour as well as materials for implementing the projects. M & E involves gathering information and this is usually through employment of human resources from the community hence making the theory important. CDF projects require the environment, that is, the government for funding, training institutions for training, as well as human resources for carrying out the project.

Due to this high dependency on resources the study was anchored on this theory.

2.2.4 Transformative Learning Theory

Transformative learning theory was developed in 1978 by Jack Mezirow. According to

Imel (1998) transformative learning is a change process that transforms the borders of reference. The theory explains how people describe, develop and self-reflect by considering their beliefs, experiences, and over time, changes their dysfunctional means of seeing the world (Kegan, 2000). Transformative learning is the process by which consciousness is expanded through conversion of basic worldview and specific capacities resulting to a performing individual.

The theory assumes that learning acts as a precursor to transformation and performance

(Cranton, 2002). Learning occurs when the trainers examine their practices critically by developing alternative perceptions of understanding and undertaking their practice

(Swanson, 2010). On the other hand, learners work by reflecting on assumptions that guide their values, beliefs, intentions and feelings (Mezirow, 1997). The theory was later criticized to be lacking in context and that it did not recognize the socially constructed nature of development, including developmental stages in adult life (Clark and Wilson,

1991; Tennant, 1993).

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Mezirow (1997) held that learning improves sense of urgency. The theory has revolutionalized to include four additional views transformative learning, that is neurobiological, cultural-spiritual, race-centric, and planetary perspectives (Janik, 2005). In this study, training is one of the variables that was analysed so as to establish its influence on CDF projects in Kuria West Constituency. This theory is relevant to this study as it provides a basis of understanding whether training influences performance of CDF projects. The assumption is that people are willing to learn so as to transform the way people view the world and hence improve on performance. This study thus borrowed from this theory.

2.2.5 Expectancy theory

Expectancy theory was developed by Victor H. Vroom in 1964 and later advanced by

Porter and Lawler in 1968. The theory postulates that an individual is motivated to make a certain choice over another due to the results expected out of the choice so made. The desirability of the outcome determines the level of motivation. People make alternative courses of action depending on the behaviour which they think will maximize their satisfaction or minimize pain (Porter and Lawler, 1968). According to Rao (2001), there are three components of Expectancy theory, that is, expectancy, instrumentality and valence. Expectancy observes that the attainment of the desired performance depends on an individual’s effort. Instrumentality is the principle that an individual will get a reward if the performance expectation is met. Valence is the degree to which a person values a given outcome.

Redmond (2010) further went on to state that expectancy involved perceptions, and that is was a belief about the future rather than a concrete existence in the environment citing that people's beliefs could vary greatly. This also meant lack of interest or ability would decrease a persons’ expectancy. This theory is important to the current study since it 16 presents grounds for assessment of performance of CDF projects as influenced by M & E which is the focus of the study. The choice of which projects to monitor and/or evaluate depends on the CDFC (NG-CDF Act, 2015). The community gets rewards from performing CDF projects in terms of improved livelihoods as well as poverty reduction.

Well performing projects will give satisfaction to the Constituents and hence be valued by the community. This promotes expectancy and valence which are both components of expectancy theory. This theory was hence important for this study.

2.3 Empirical Literature Review

2.3.1 Stakeholder Participation in Monitoring and Evaluation and Project

Performance

The participation of stakeholders is vital in development projects. Although, minor decision-making may not be necessary for stakeholder participation, difficult situations with far-reaching implications call for stakeholder involvement so as to avoid problems in the future. Gathering input from, and sharing information with the community members who may have an interest in the project is important. Mbaabu (2012) asserts that the

Constitution of Kenya 2010 empowers the citizens to participate in tasks and activities that have an immediate effect on their livelihoods. This impacts project performance. Allowing the different stakeholders to contribute makes them feel part and parcel of the project and promotes ownership of the project while taking caution so as to safeguard the requisite standards (Fadare, 2013).

Jemutai (2014) conducted a study on the factors that had an influence on the performance of Constituency Development Funded dispensary projects in Nandi County-Kenya. To achieve this, one of her objectives was to delineate the effects of stakeholder involvement on the performance of dispensary projects funded by the CDF. This study employed descriptive research design. The study considered the CDF dispensary projects’ 17 committees, the employees of the dispensaries, beneficiaries of the dispensaries and local leaders as the target population. The study concluded that stakeholders’ involvement affect the performance of project implementation. This study was done in a broad way to establish how the stakeholders influenced the performance of Constituencies Development

Funded dispensary projects. It was therefore critical to investigate whether the same relationships exist in other project management phases as well as projects in other sectors.

This study thus sought to fill that gap by investigating how stakeholders’ participation in the M & E phase influences performance of CDF projects.

Manei (2016) did a study in Kajiado East Constituency to outline how the performance of constituency development funded projects was influenced by M & E. He sought to investigate the degree to which stakeholders’ participation in the M & E process and how cost/budget influences the performance of CDF projects within Kajiado East Constituency.

Descriptive research design was employed. His conclusion was that the involvement of stakeholders in M & E process was minimal and this consequently impeded the performance of CDF projects in that Constituency. The researcher opines that although the

CDF allows the community to identification, implementation, M & E it may not be possible to tell their level of competency in undertaking these roles. It was due to these inconsistencies that this study attempted to establish on the effect of stakeholder participation in M & E on the performance of CDF projects.

2.3.3 Technical Capacity in Monitoring and Evaluation and Project Performance

Developing employee skills and abilities should be the focus of an organization as it empowers them to contribute to the organization through undertaking an independent M &

E (Wanjiru, 2008). For project evaluations to be effective, they must be independent.

Independence is achieved when carried out by entities who are free from the control of those responsible for the design and implementation of the development intervention 18

(Musomba et al., 2013). Igbokwe-Ibeto and Chinyeaka (2013) assert that the project management team provides an essential contribution to the process of M & E and should have the requisite technical capacity to undertake specific project roles.

The proficiency of the PMC and CDFC in conducting evaluations, the contribution by all the other team members define the mode in which the findings are disseminated and understood (Wanjiru, 2008). In 2010, Kenya Human Rights Commission Report indicated that project managers are expected to be devoted during project formulation and initiation so as to ensure such projects become relevant in meeting the needs of the people. The

Commission also asserted that projects’ team members should be placed in positions befitting their level of technical expertise (KHRC, 2010). The CDF Board Strategic Plan

(2011) postulates that the CDF Board and in addition, the community level organs lack in technical capacity as well as existing skills.

Mwangi et al. (2015) did a study in Laikipia West Constituency to interrogate the factors that affected the effectiveness of M & E of CDF projects. The study considered technical capacity, participation of stakeholders, political influence, and budgetary allocation of CDF projects as the specific objectives. Descriptive research design was employed and stratified random sampling was used. They found out that the technical competency of the projects’

M & E team had a positive influence on the effectiveness of the M & E exercise in Laikipia

West constituency. This study did not consider the effect of technical capacity in M & E on the performance of CDF projects. The current study sought to bridge this gap by linking technical capacity in M & E to performance of the CDF projects in Kuria West

Constituency.

James (2015) did a study in Nakuru East Constituency so as to establish what determines the effectiveness of M & E of County government funded infrastructural development

19 projects. The study identified technical expertise as one of the independent variables.

Descriptive survey research design was employed. The target population included the resident engineer, county assembly members, and the inhabitants of the Constituency. His findings were that the technical expertise of the staff influenced the effectiveness of M &

E. The influence of technical capacity in M & E on performance of CDF projects was not within the scope of his study. This study sought to fill that gap.

2.3.4 Budgetary Allocation in Monitoring and Evaluation and Project Performance

Loise (2006) defines a budget as a statement indicating the plan of tasks and activities in an orderly manner. These tasks and activities are represented in monetary values so as to facilitate the development of an integrated plan. Budgeting process is an integral part of both planning and control. It is concerned with making plans for the future, their implementation and monitoring the activities to see if they conform to the budgeted plan.

The CDF budget is used as a tool to allocate public resources towards achieving some public value. CDF should be aimed at benefiting the members of the society at grass root levels. Only 3% may be used for M & E of ongoing projects and capacity building activities while 5% is for emergency reserve (NG-CDF Act, 2015).

Kalungu (2009) did an examination on the budgetary practices among Constituency

Development Funds. The objective of his investigation was to depict the budgetary practices among CDFs in allocation of these resources and was conducted in

County. His study employed descriptive research design and simple random sampling. He concluded that the budgeting committees were not conversant with budgeting techniques in financial management. He also noted that due to this limitation, the effectiveness of the budgetary process was not effective and the adequacy of the funds allocated to carry out projects could not be ascertained. The current study focused on the effect of budgetary allocation for M &E on performance of CDF projects. 20

Musomba et al. (2013) also found that the funds devolved through CDF were not adequate to cater for all community. In contrast, despite the allocation stipulated by the Act of 3%, some constituencies in the past have allocated way below this maximum ceiling:

Changamwe constituency had only allocated 1.1% of her entire budget for M & E and capacity building (Musomba et al.); Narok East Sub County also allocated 1.1% of her overall budget for M & E and capacity building (Nabulu, 2015). The sufficiency of the current budgetary allocation ceiling which is 3% has not been ascertained. This study thus sought to find out the influence of budgetary allocation for M & E on the performance of

CDF projects.

Oloo (2014) did a study in with the aim of determining the factors that influence effective M & E of CDF projects. One of his objectives was to determine how budgetary allocation influenced the effectiveness of M & E on CDF projects. He employed descriptive survey research design and purposive sampling was used. The study concluded that the some project team members were not aware that a budget for M & E existed or the proportion of the entire project budget allocated for the exercise. CDF committee members could not tell the budgets for ongoing projects within Likoni Constituency during the period the study was undertaken. The study did not study the effect of budgetary allocation on projects’ performance. It is against this backdrop that this study sought to fill that conceptual gap.

Nabulu (2015) in his study that was conducted in Narok East Sub-County, sought to examine the factors that influenced performance of M & E of projects in projects that were instituted by the Government. To achieve this, one of his objectives was to determine the influence of cost/budget on performance of M & E of the CDF projects. This study utilized a descriptive survey research design. The research concluded that the budgetary allocation influenced the performance of Government projects in Narok East Sub- County. The study 21 does not show the influence of budgetary allocation on the performance of CDF projects.

This study sought to fill this gap.

2.3.5 Staff Training on Monitoring and Evaluation and Project Performance

Training is viewed as an aspect of life that moulds behaviour of individuals into desired state; imparts skills and knowledge for solving emerging problems and offers opportunities for innovation and creativity necessary in addressing future challenges (Zawadi, 2004).

According to Armstrong (2009) training is an organized activity aimed at improving the performance of the recipient through imparting knowledge so as to attain a certain pre- determined level of understanding. Training involves impacting of the needed knowledge and skills to the employees who are in charge of carrying out projects. The aspect of training involves ensuring that the employees are given and empowered to handle duties and tasks when carrying out the project (Cusworth and Franks, 1993). Effective training among the employees and the staff in the organization will enable them to address the intended needs and the challenges in relation to project risk management within the organization.

Musomba et al. (2013) conducted a study in Changamwe Constituency to identify the factors that affected the M & E effectiveness of CDF projects. One of his specific objectives was to ascertain how the level of training influenced the M & E effectiveness of

CDF projects. The study mainly targeted the Projects Management Committee members.

Descriptive survey research design was applied and data collection instruments were merely questionnaires. The research concluded that the PMC members lacked training on monitoring and evaluation of projects. They further observed that no needs assessment was done before initiating the projects. Documentation of lessons learnt and distribution of information was not undertaken by the M & E team. This study did not outline the

22 influence of staff training on the performance of CDF projects. This study sought to fill this gap.

Maritim (2013) undertook an investigation in to establish the factors that had an influence CDF projects implementation. To achieve this, one of his objectives was to investigate the extent to which training influences CDF projects implementation in

Bureti Constituency. The study adopted a descriptive survey research design and targeted the Projects Management Committee Members. Stratified random sampling was used. He concluded that the PMCs faced various challenges which included low level of education and training and this negatively influenced the implementation of Constituency

Development funded projects. The researcher opines that training is only important if it is relevant and economical. However, his study was limited to the implementation phase and there is therefore need to establish whether these findings can be replicated in the projects’

M & E phase. The current study focussed on how staff training in M & E influences performance of CDF projects in Kuria West Constituency.

2.4 Summary of Literature and Research Gaps

The researcher sought to fill the gaps identified within the review of relevant literature as shown in table 2.1.

Table 2.1: Summary of Knowledge Gaps Variable Author Study Focus Knowledge Gap Contribution of and Year the current study Stakeholder Jemutai Factors influencing Study did not Focuses on the participation (2014) the performance of consider the influence of CDF dispensary influence of stakeholder projects in Nandi stakeholder participation in M County-Kenya participation in M & E on & E phase on performance of performance of CDF projects CDF projects.

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Manei The performance of Study did not (2016) CDF projects as consider the level influenced by M & of competence of E in Kajiado East stakeholders Constituency. participating in M &E phase on performance of CDF projects. Technical Mwangi et Factors that affect Study did not Study seeks to Capacity al. (2015) the effectiveness of consider the effect determine the M & E of CDF of technical effect of technical projects in Laikipia capacity in M & E capacity of M & West Constituency- on the E team on the Kenya performance of performance of M CDF projects & E of CDF James Factors that Study did not projects. (2015) determine the focus on CDF effectiveness of M projects or & E of County technical capacity government funded on the infrastructural performance of development CDF projects. projects in Nakuru East Constituency Budgetary Oloo (2014) Factors that Study did not This study was Allocation influence focus on aimed at for M & E effectiveness of M budgetary determining the & E of CDF allocation with influence on projects in Likoni regard to its budgetary Constituency influence on allocation for M performance of & E on the CDF projects performance of Nabulu Factors that The dependent CDF projects in (2015) influence variable was Kuria West performance of M performance of M Constituency. & E of CDF & E while current projects in Narok study focuses on East Sub-County performance of CDF projects Staff Musomba Factors that affect Study did not This study Training on et al. (2013) the M & E focus on focuses on the M & E effectiveness of performance of influence of staff CDF projects in CDF projects but training on M & Changamwe on effectiveness E on the Constituency of M & E. performance of CDF projects

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Maritim Factors influencing Study did not (2013) CDF projects consider the effect implementation in of staff training in Bureti Constituency M & E phase on the performance of CDF projects Source: Researcher (2018)

2.5 Conceptual Framework

The variables defined here are the independent and dependent variables. According to

Mugenda (2013), a variable is independent if its change does not depend on another variable but influences the effect of another variable. This research has four independent variables: stakeholder participation; technical capacity of the M & E team, the budgetary allocation for M & E and level of staff training of M & E personnel. A dependent variable is that factor whose change is observed and measured to find out the effect of the independent variable. Performance of CDF projects is the dependent variable. The

Conceptual Framework gives an illustration on how the variables of the study relate to one another. The interrelations are diagrammatically explained by Figure 2.1.

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Independent Variables Dependent Variable

Stakeholders Participation -Review of achievements against set objectives -Regular group discussion -Development of a workable M & E plan

Technical capacity in M & E -Evaluators academic and professional qualifications -Evaluators experience and skills Project performance -Allocation of roles and -Cost/Budget responsibilities -Time -Product/Scope

Budgetary allocation for M & E -Cost of evaluating the CDF projects -Level of financing -Maintenance of financial records

Staff Training on M & E -Level of training on M &E -Frequency of training on M & E -Relevance of training

Figure 2.1: Conceptual Framework Source: Researcher (2018)

To establish how stakeholder participation in M & E of CDF projects influence projects performance, the researcher examined whether stakeholders were invited to review the projects’ achievements against the set objectives; take part in review the projects’ work plan; invited to attend group discussions pertaining M & E; and evaluate M & E processes.

To outline the effect of technical capacity in M & E on performance of CDF projects the

26 researcher interrogated the level of evaluators academic and professional qualifications; the experience of the evaluators; and the allocation of evaluators to roles.

In order to establish how budgetary allocation for M & E influence performance of CDF projects the study scrutinized cost of evaluating CDF projects; whether or not exercise of

M & E was given any allocation for all projects; whether or not the stakeholders were aware of the allocation; whether financial records were kept for cost-benefit analysis and accountability. To portray the effect of staff training in M & on CDF projects performance, the study scrutinized the level of training on M & E, the frequency of training on M & E, and the relevance of training.

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CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter presents the research methods were employed in undertaking the study. The methods discussed include the research design, sampling techniques, data collection and data analysis techniques that will guide this research.

3.2 Research Design

This study utilized a descriptive research design. The research sought to describe the influence of M & E on the performance of CDF projects in Kuria West Constituency. To achieve this, the researcher reported on the parameters of stakeholder participation, technical capacity in M & E, budgetary allocation for M & E, and staff training on M & E as they were through gauging people’s behaviour, attitudes, values and characteristics. This concurs with Kothari (2004) description of descriptive research design. This study fitted within the requirements of descriptive research design since the researcher collected data giving a report on the way things were without manipulating any variables.

Descriptive research design was employed due to its effectiveness in analysing non- quantifiable issues; creates the possibility of observing a phenomenon in a completely natural and unchanged natural environment; and can be used to integrate qualitative and quantitative data collection methods (Kothari, 2004). Descriptive research is conducted to realize different goals such as describe the features of specific groups, determine the perceptions, and establish the degree of association of such variables and in conclusion to make specific predictions (Malhotra, 2004).

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3.3 Target Population

The population for this study was 156 CDF projects. These were the projects that were completed in Kuria West Constituency between the year 2013 and 2017. These projects fall under the categories of Education (112); Health (22), Water and Agriculture (3), as well as

Security, emergency and civil works (19) as per table 3.1. The target respondents were drawn from the persons running the projects as well as Members of County Assembly

(MCAs) to represent the general public.

Table 3.1: Target Population Category Target Population Percentage (%) (No. of projects)

Education 112 72

Health 22 14

Water and Agriculture 3 2

Security, Emergency, Roads and 19 12 others Total 156 100

Source: Researcher (2018)

3.4 Sampling Design

According to Orotho and Kombo (2002), sampling design is a process in which a number of individuals or objects are selected from a population such that the group selected contains representative elements of characteristics found in the entire group. Stratified random sampling was used to select the sample for each category. Stratified random sampling was used because the population was not homogenous in nature as it consisted of projects from differing sectors namely: Education; Health; Water and Agriculture;

Emergency and Security. Stratified random sampling ensures inclusion in the sample of sub groups which otherwise would have been omitted entirely by other sampling methods because of their small number in the population (Mugenda & Mugenda, 2013). Stratified

29 random sampling was used since it gives more precise estimates for each stratum than non- probabilistic sampling hence reflecting a better estimate of the population (Kothari, 2004).

Proportional allocation was employed keeping sizes of samples from the different strata proportional to the sizes of their strata. According to Mugenda and Mugenda (2013) a sample size of 10% to 30% is deemed adequate for descriptive survey to generalize the characteristics being observed. Thirty percent of the projects was hence considered sufficient for this study. This constituted 47 projects as per table 3.2. From each of sampled project, the targeted respondents were the project supervisor/in-charge and a randomly selected member who was directly involved in running the specific project. This yielded an aggregate of 94 respondents. There are 8 Wards in Kuria West Constituency each represented by an MCA. All the MCAs formed part of the respondents. This study therefore targeted a total of 102 respondents.

Table 3.2: Sample Size Category Target Population(N) Sample (%) Sample Size (N*30%) Education 112 30 33 Health 22 30 7 Water and 3 30 1 Agriculture

Security, Emergency, 19 30 6 Roads and others

Total 156 47 Source: Researcher (2018)

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Table 3.3: Operationalization of Variables Variable Type Operationalization Measurement

-the frequency in which stakeholders’ Participate in reviewing project achievements against set objectives on project performance - the frequency in which M & E Stakeholder Independent Stakeholder group discussions are held Ordinal participation in regarding projects progress on the M&E performance of the CDF projects. -the frequency in which stakeholders are called upon to develop a workable M & E system and its influence on performance of CDF projects

-Effect of the evaluators level of academic and professional

qualifications in M & E on the performance of CDF projects -Effect of the evaluators level of Technical experience in years on the performance Ordinal/Nominal capacity of CDF Projects -the degree to which evaluators are given clearly defined roles and responsibilities on CDF projects’ performance -the effect of the cost of evaluating a project vis a vis the performance of the CDF Projects -the effect of how the level of Budgetary financing for M& E influences Independent Ratio allocation performance of projects. -the effect of budget committee members in budgeting and their influence on CDF projects’ performance

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-the timing and level of training on the Nominal/ordinal performance of CDF projects

-the frequency at which the trainings are undertaken and their influence on Staff training Independent CDF projects’ performance -the level of relevance of the M & E trainings and their influence on performance of projects.

-the rate at which projects are ordinal Project completed within time, budget while performance Dependent delivering the expected product

Source: Researcher (2018)

3.5 Data Collection

3.5.1 Data Collection Instruments

Data was collected using semi-structured questionnaires. Orodho and Kombo (2002) observe that structured questionnaires produce data that is usable in its immediate form and therefore easier to analyse. The study was mainly concerned with the views, facts, perceptions, opinions, feelings and attitudes about the phenomenon under study. This kind of information is hence best collected using questionnaires.

The research assistants presented the questionnaires to the various respondents by physical dropping and picking. Structured questionnaires were used since they are easy to administer, analyse, and are time saving. According to Kothari (2004), questionnaires promote quantitative data capture obtained directly from the respondents thus making them the most appropriate tool. To help standardize and quantify responses from the respondents, closed-ended questions were included in the questionnaires. The closed ended questions were prepared in Likert’s scale with five items each except for the questions with less than five items. The open-ended question in the questionnaire was meant to ensure that

32 an in-depth data that is detailed and explorative of all aspects of the variable(s) under study would be obtained. This yielded useful insights for this study. It also took care of the human nature of the respondents who wished to express their personal views and feelings as participants of the research. This helped during data interpretation and clarification of numerical data that was collected.

3.5.2 Validity of the Research Instrument

The validity of research is concerned with the extent to which that data measures what they are supposed to measure. The extent to which differences are found within a measuring instrument reflect true differences among those being tested shows the level of validity

(Kothari, 2004).Validity is determined and demonstrated where an instrument performs what it was designed to perform. The content validity of the research instruments was achieved through expert judgement. Experts help to establish the content validity by defining in precise terms the domain of the specific content that the test is assumed to represent and then determine how well that content universe is sampled by the test items

(Gall et al., 1996). The research instrument was made available to the supervisor to rate the ability of each item so as to make it relevant to the study. Pilot testing was employed to enhance the validity of the study.

3.5.3 Reliability of the Research Instrument

Kothari (2004) describes reliability as the consistency that an instrument demonstrates when applied repeatedly under similar conditions. Reliability tests aim at correcting inconsistencies arising from the research instruments thus ensuring that they measure what they were intended to measure. Cronbach’s alpha coefficient was used to assess internal consistency and reliability. Nunnally (1978) asserted that instruments used in basic research should have reliability of .70 or better. Consequently, 0.70 was the acceptable level of reliability for this study. 33

3.6 Data Collection Procedure

After sampling the researcher sensitized the target respondents about the objectives of the study. This was meant to reduce suspicion and enhance co-operation. Letters of

Introduction were then issued to the respondents. The questionnaires were administered by hired enumerators for 5 days to the102 respondents. The method for administering the questionnaires was the general drop and-pick later approach.

3.7 Data Analysis and Presentation

This study employed descriptive statistics and inferential statistics to analyse the data.

Since raw data obtained from the field is complex to interpret, the data was cleaned, coded, key punched into a computer and analysed (Mugenda & Mugenda, 2013). After the data was collected, it was edited by examining the data for errors, categorized and coded following the variables of the study. Coding was used to help in reducing and categorizing large quantity data into more meaningful units for interpretation. Data was then processed and analysed using SPSS version 21 software programme. To compute descriptive statistics, percentages, mean and standard deviation was used to help summarize the variables. Analysed data was presented using frequency tables. According to Kothari

(2004), multiple regression analysis is adopted when the researcher has one dependent variable which is presumed to be a function of two or more independent variables. This study sought to establish the influence of M & E on CDF projects performance. Multiple regression analysis was thus employed and the following formula used:

Y= β0+ β1X 1 + β 2 X2 + β3X 3 + β4X 4+ ε

Where:

Y = Performance of CDF projects

Β0 = Constant term

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β1- β4= Beta coefficients

X1 = Stakeholder participation of M & E

X2= Technical capacity on M & E

X3= Budgetary allocation for M & E

X4 = Staff training on M & E

ε = error term

3.7.1 Regression Model Diagnostic Test

Regression analysis assumptions were considered so as to validate the regression equation.

The study used coefficient of determination (r2) so as to test the adequacy or otherwise of the regression. The coefficient of determination is expressed as a percentage showing the variation in the dependent variable (Y) that is explained by the introduction of an independent variable(X) into the model (Kothari, 2004). In a perfectly linear relationship, r2 will be equal to zero or zero percent. Since the coefficient of determination does not indicate the type of change on dependent variable (Y), positive or negative, due to a change in the independent variables (X1, 2.3,4), the Pearson product moment correlation coefficient

(r) was also utilized. The value of r ranges between -1 and +1. The sign of r is the same as the sign of the slope, b. If b is positive, showing a positive relationship between the variables, then the correlation coefficient, r, is positive. If the regression coefficient, b, is negative then the correlation coefficient, r, is also negative.

Multicollinearity tests were conducted to test the presence of the relationship between values of the independent variables. Multicollinearity refers to a situation where two or more independent variables in a multiple regression model are highly correlated (Robert,

1967). Although multicollinearity may not be problematic, severe multicollinearity is a problem as it can increase the variance of the coefficient estimates making the estimates

35 sensitive to minor changes in the model. This results to coefficient estimates that are unstable and difficult to interpret.

3.8 Ethical Considerations

The researcher ensured that research ethics was adhered to while undertaking the research.

An explanation was given to the respondents regarding the study objective while assuring them that the data collected was for academic use only. Participation was voluntary, the autonomy, anonymity and confidentiality of the participants was maintained all the time during the research.

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CHAPTER FOUR

RESEARCH FINDINGS AND DISCUSSIONS

4.1 Introduction

This chapter illustrates the results and findings of the study and their interpretations. The data obtained was presented in tabular summaries so as to reveal the various responses received from the respondents. The study sought to establish the influence of Monitoring and Evaluation on the performance of CDF projects in Kuria West Constituency.

Regression analysis on the relationship between the variables is also presented with inferential statistics used to illustrate the influence of individual variables in the M & E process of CDF projects in Kuria West Constituency.

4.2 Response Rate

The study gathered information from 87 respondents out of the target population of 102 respondents. This enabled the researcher to thus obtain information on the influence of monitoring and evaluation on performance of CDF projects in Kuria West Constituency. The questionnaire results are presented in Table 4.1. Table 4.1: Response Rate Analysis Questionnaires Valid Response Received Response rate administered

102 87 85.30%

Source: Survey data (2018)

An 85.30% response rate was achieved from the study because only a total of 87 questionnaires were submitted back dully filled of all the 102 questionnaires issued to the respondents. The response rate satisfied the aim of the study to deduce conclusions that will represent that entirety of the locality. Mugenda and Mugenda (2013) illustrates that a response rate of 50% is enough for analysis and reporting, 60% is good and 70% and

37 beyond is excellent. The assertion of the response rate was excellent. More so, the response rate indicated the willingness of the targeted respondents to be part of the study.

4.3 Demographic Characteristics of Respondents

The specific elements of the demographic characterizing the respondents were analyzed with regards to age distribution, gender and academic and professional qualifications.

4.3.1 Age of the Respondents

The research required the respondents to highlight their age bracket. The results are presented in Table 4.2.

Table 4.2: Age of the Respondents Age group Frequency Percentage

18-25 12 12.34

26-35 21 24.67

36-45 18 20.13

46-55 16 18.83

56 and above 20 24.03

Total 87 100.00

Source: Survey data (2018)

The respondents indicated their age bracket as required by the study. The information presented on Table 4.2 indicates that only a small portion of the respondents were aged between 18 and 25 years (12.34%). This is because most of the people lying in this category are mostly in college and not in the work sector or actively engaged in community development projects. Respondents of the age group of 26 to 35 years of age were the majority, that is, 24.67%. This is an indication that people vested in the CDF projects were

26 years or more which indicates maturity and authenticity of the information gathered.

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Respondents aged between 36 and 45 years constituted 20.13% while those aged between

46 and 55 years were 18.83%. Respondents aged 56 years and above formed 24.03% which was the second largest. At 56 years and above, people are highly experienced, mature and have the zeal to provide an environment that is conducive both for current and future generations. This is achieved through development projects.

4.3.2 Gender of the Respondents

The gender of the respondents was noted and presented as shown in table 4.3.

Table 4.3: Gender of the Respondents Gender Frequency Percentage

Female 33 38.31

Male 54 61.69

Total 87 100.00

Source: Survey data (2018)

According to the study, majority of the respondents were male (61.69%) while the remaining portion were female (38.31%). The results indicate that the CDF projects in

Kuria West Constituency are dominated by men but there was no gender biasness in gathering the information.

4.3.3 Academic and Professional Qualifications of the Respondents

The research enquired on the academic qualification of the respondents in the constituency.

The results were as per Table 4.4.

Table 4.4: Academic and Technical Qualifications of the Respondents Frequency Percentage

KCPE 11 12.64

KCSE 17 19.54

Certificate 30 34.48

Diploma 19 21.84

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Bachelor’s degree 8 9.20

Post graduate 2 2.30

Total 87 100

Source: Survey data (2018)

The study shows that 32.18% of the respondents had KCPE and KCSE certificates while

34.48% of them had a certificate. Diploma holders from the respondents were 21.84% whereas the respondents who possessed a Bachelors degree and above represented 11.50% of the total respondents. The information shows that the respondents were fairly educated and thus the information offered was credible enough to be used to deduce conclusion helpful in the research.

4.3.4 Validity and Reliability Results

To ensure that the data collection instrument was valid, the researcher gave the data collection tool to the supervisor who recommended on areas to be included in the study.

This thus ensured that the data collection instrument covered all the areas that were intended to be covered by the research. A pilot study on 10% of the sample, that is, on 10 respondents was undertaken. The pilot study established that the instrument was valid.

Reliability test was conducted where Cronbach’s Alpha coefficient was employed to measure reliability. Cronbach’s Alpha was used to test for reliability of the data collection instruments. Memia (2018) interpreted Cronbach Alpha coefficient as follows; >0.9 –

Excellent, >0.8 – Good, >0.7 – Acceptable, >0.6 – Questionable, >0.5 – Poor and <0.5 –

Unacceptable. SPSS Version 21 was used to analyze the study findings. The results were as presented in table 4.5. All the four independent variables had a Cronbach’s alpha which was above the threshold and this assured the reliability of the data.

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Table 4.5 Reliability Results Construct Cronbach’s Alpha Acceptable? Stakeholder participation 0.843 Yes Technical capacity 0.867 Yes Budgetary allocation 0.881 Yes Staff training 0.812 Yes Overall Cronbach 0.852 Yes Source: Survey data (2018)

4.3.5 Correlation Analysis

Correlation analysis was conducted to establish the degree of the relationship between

these variables using the Pearson Product-Moment Correlation analysis. Correlations was

done using a 1-tailed test and at a significance value at 0.05. Values smaller than the

significance value of 0.05 were regarded as significant while those values greater than 0.05

were said to be insignificant. The correlation coefficient ranges from -1.0 to +1.0. The

strength of the correlation is measured based on the Pearson correlation scale where, if the

correlation coefficient is positive and close to one, then the variables are said to be strongly

and positively correlated and vice versa.

Correlation analysis was done based on the objectives of the study. The interpretations on

the Person coefficient (r) were as follows; r, 0-0.19 is regarded as very weak, 0.2-0.39 as

weak, 0.40-0.59 as moderate, 0.6-0.79 as strong and 0.8-1 as very strong correlation.

Findings of the study indicate that stakeholder participation and performance of CDF

projects had a Pearson coefficient of 0.565. The significant value was obtained as (p =

.000) which was below 0.05 at 1 tailed test conducted in the study. This implies that there

was a moderate positive significant relationship between green stakeholder participation

and performance of CDF projects.

The findings also indicate that technical skills of M & E team and CDF project

performance had a Pearson coefficient of 0.692. The significant value was obtained as (p =

41

.000) which was below 0.05 at 1 tailed test conducted in the study. This implies that there was a strong and positive significant relationship between technical capacity and performance of CDF projects. The study determined that budgetary allocation for M & E and CDF projects performance had a Pearson coefficient of 0.621. The significant value was obtained as (p = .000) which was below 0.05 at 1 tailed test conducted in the study.

This implies that there was also a strong and positive significant relationship between supplier relationship management and organizational performance.

The results further indicate that staff training and CDF projects performance had a Pearson coefficient of 0.349. The significant value was obtained as (p = .000) which was below

0.05 at 1 tailed test conducted in the study. This implies that there was a moderate positive significant relationship between staff training and CDF project performance. The findings on the relationship between M & E variables and project performance are as shown in

Table 4.6.

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Table 4.6 Overall Correlation Matrix

4.4 Descriptive Statistics

4.4.1 Stakeholder Participation and Performance of CDF Projects

The study sought to investigate the influence of stakeholder participation in M & E with regard to the performance of the CDF projects. Table 4.7 presents the weighted averages on numerous measures which show the extent of stakeholder participation in the CDF projects within Kuria West Constituency.

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Table 4.7 Stakeholder Participation in CDF projects Statement Mean Std.Dev

Monitoring and Evaluation projects is a collective 4.04 1.05 responsibility that involves all stakeholders Stakeholders are often engaged by the CDFC team to review of 2.34 1.31 project achievements against set objectives Stakeholders are involved in work plan review 3.71 1.23

Stakeholders are involved in identifying corrective actions to 4.34 0.91 address issues and risks properly Regular group discussions are organized by the CDFC to gauge 4.14 0.98 the progress and performance of the CDF projects. Stakeholders attend and give their contributions in project site 3.44 1.31 meetings Stakeholders are encouraged to give their evaluations on both 2.96 1.53 completed phases of projects and completed projects Source: Survey data (2018)

The research was aimed at establishing the extent to which the constituents agreed or disagreed on the statements that illuminated the influence of stakeholder participation on the performance CDF projects. The respondents agreed that the M & E of the projects was a responsibility that involved every stakeholder with a mean of 4.04. The engagement of the stakeholders by the CDFC team was an issue that many of the respondents were in disagreement yielding the lowest score of a mean of 2.34. Stakeholders were involved in identifying corrective actions to address issues and risks properly giving the highest mean of 4.34. This means that CDFC, which is charged with M & E responsibility should actively engage the stakeholders for review of projects after the corrective actions.

The respondents agreed that group discussions were organized by the CDFC to measure performance of the CDF projects giving a mean of 4.14. These arguments are in agreement with the study findings by Jemutai (2014) who held that stakeholder involvement affects the performance of project implementation (a phase in the project lifecycle) in a positive way. The respondents agreed that stakeholders were involved in work review plans. On the other hand, respondents were neutral as to whether stakeholders attended project site 44 meetings and gave their contributions giving a mean of 3.44. The unwillingness to attend meetings implies lack of connection to the specific projects.

Additionally, the respondents were required to provide data on the frequency of times that formal meetings were held to give updates on the progress of the project. The results are as presented in the Table 4.8.

Table 4.8: Formal meetings held engaging stakeholders for updates Opinion Frequency Percentage Yes 64 73.56

No 23 26.44

Total 87 100.00 Source: Survey data (2018)

The research shows that formal meetings were held involving all stakeholders where they were briefed on the progress of the projects. Out of the 87 respondents who responded,

73.56% agreed with the sentiments while 26.44% were of the contrary opinion. This thus implies that although formal meeting were held, the CDF project team failed to engage the stakeholders so as to give their evaluations on both completed phases of projects and completed projects was rather inadequate as shown by the mean of 2.96. Nyaguthii and

Oyugi (2013) held that it is important not only invite stakeholders for meetings but also to engage them fully in order to reap benefits in terms of project performance. Their findings are consistent with the findings of the current study.

4.4.2 Technical Capacity of M & E Team and Performance of CDF Projects

The study sought to establish the influence accorded to the level in technical capacity in M

& E committee members on the performance of the CDF projects. Table 4.9 presents the findings of weighted averages on a number of sub-measures exploring the extent to which technical capacity influenced the performance of CDF projects in Kuria West

Constituency. 45

Table 4.9: Technical capacity in M & E Team and Performance of CDF Projects Statement Mean Std. Dev

Evaluators are academically and professionally qualified to 2.76 1.64 undertake the M & E exercise Evaluators possess the requisite experience and skills 1.93 1.05

Job allocation and designation is done based on Evaluators’ 4.72 0.85 academic and professional qualifications. CDF capacity building should have separate kitty from 1.73 0.75 monitoring and evaluation Source: Survey data (2018)

The study aimed at establishing the academic and professional qualification of the committee members responsible for M & E exercise together with the criteria used in their selection and role allocation. The study revealed that the evaluators were neutral with regard to hiring of M & E team with the correct academic and professional qualification which gave a mean of 2.76. This implies that the engagement of technical personnel to undertake the exercise of monitoring and evaluation of CDF projects has not been accorded the consideration that it deserves. The same was echoed by Mwangi et al. (2015). A majority of the respondents strongly disagreed with qualification of the current committee members as portrayed by a mean of 1.93. The implication is that the current monitoring and evaluation team lack sufficient experience and/or skills to undertake the exercise. This thus leads to inefficiencies that are consequently reflected in the poor performance of projects.

The respondents agreed that the job allocation and designation was done on the basis of evaluators’ academic and professional qualifications with a mean of 4.72. This implies that although the people with technical skills may be limited, there is a concerted effort to place the M & E personnel in the areas of expertise which consequently promotes projects performance. These findings are consistent with the assertions of James (2015) who

46 indicated that technical capacity in the M & E team leads to effectiveness and consequently project performance. On the other hand, the respondents differed with the statement that

CDF capacity building should have separate kitty from M & E with a mean of 1.73. The reason behind the unanimous disagreement could be attributed to misappropriation and embezzlement of the funds in previous projects.

4.4.3 Budgetary Allocation for M & E and Performance of CDF projects

The study sought to establish the how the budget allocated for M & E influenced performance of the projects in Kuria West Constituency. Table 4.10 presents the results of weighted averages on limited sub-measures exploring the effects of budgetary allocation of

M & E on the performance of CDF projects.

Table 4.10: Budgetary Allocation of M & E and Performance of CDF Projects Parameters Mean Std. Dev

The Community is aware of the amounts allocated for CDF 4.01 1.44 projects’ monitoring and evaluation Budgetary allocation for monitoring and evaluation in undertaking 1.74 1.00 CDF projects is predominantly characterized by a silo approach Monitoring and evaluation budget should be more than 3 percent 3.84 0.76 of the entire CDF budget The project budget should provide a clear and adequate provision 1.63 0.65 for monitoring and evaluation events. Budget committees are in place for all CDF projects within the 4.71 1.79 Constituency. Source: Survey data (2018)

The research intended to investigate the community awareness of the projects, amount and adequacy of the budgetary allocation for M & E and the reliability of the budget committees in the performance of the projects in Kuria West Constituency. The findings show that the community was aware of the budgetary allocation for M & E as represented by a mean of 4.01. This contrasted the findings of Oloo (2014) when he did his study in

Likoni Constituency which implies that public awareness on CDF allocation has improved.

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Majority of the respondents, however, disagreed on the statement that budgetary allocation for M & E was characterized by the silo approach yielding a mean of 1.74. The implication is that there is commendable sharing of information pertaining budgetary allocation.

Further, majority of the respondents disagreed that there the project budget provided for an

M & E provision that was clear and adequate with a mean 1.63. The sentiments of the respondents opposing the statements could have stemmed from their luck of knowledge on the different activities that are undertaken in the monitoring and evaluation exercise. These findings are inconsistent with the findings made by Nabulu (2015) in his study on the factors that had an influence on M & E in Narok East Sub-County.

According to the research, there was clear consensus among the respondents regarding the fact that the M & E budget should be more than 3 percent of the entire budget as indicated by a mean of 3.84. The findings, which are also congruent with the observations by Nabulu

(2015), indicate that the funds allocated for the M & E process were not adequate to cover every aspect of the events considering the increasing number of projects that are initiated in an attempt to improve the livelihoods of the local residents. Budget committees were in place for all CDF projects within the locality as supported by a mean 4.71. This implies the willingness of the M & E team to have an inclusive approach during budgeting.

4.4.4 Staff Training in M & E and Project Performance

The study was geared towards establishing the influence that staff training in M &E had on

CDF projects performance. The study hence sought to explore how often and what level the staff was trained on skills fundamental in solving emerging problems that the project might encounter. The results of weighted averages on limited sub-measures investigating the influence of staff training on M & E and project performance from the study are presented in Table 4.11.

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Table 4.11: Staff training on M&E and project performance Statement Mean Std. Dev

The CDFC undertakes training needs assessment frequently so as to 3.04 1.27 identify knowledge gap in M & E Trainings on M & E are conducted frequently. 3.21 1.31 Training on M & E is factored in during the planning stage of each 4.13 1.59 project. Staff training is a huge determinant of how M & E in carried out 3.89 1.42 Project staff are properly trained on project M & E 2.12 1.10 Staff have undertaken short courses on M & E 4.02 1.49 CDF Act should incorporate M & E training as a core funding 4.79 1.64 requirement for CDF projects Source: Survey data (2018)

The study explored the influence of staff training and the depth of the endeavour on the performance of CDF projects in Kuria West Constituency resulting in differing opinions from the respondents. The respondents were uncertain on whether the CDFC undertook training needs assessment frequently to identify knowledge gaps in M & E giving a mean of 3.04. The respondents could also neither agree nor disagree as to whether the trainings on M & E were conducted frequently and this was evidenced by a mean of 3.21. Consistent with Lagat (2016), it was evident that the project staff was not properly trained on project

M & E because many of the respondents disagreed with the statement as indicated by a mean of 2.12. Lagat (2016) further observed that formal training was lacking and this was also echoed in the current study. The implication is that for training to be more effective and have great effect on performance of CDF projects the level as well as the quality of training should be improved.

The findings established that majority of the respondents agreed that CDF should incorporate M & E training as a core funding requirement for the projects and short courses undertaken by the staff should be extended from their current status citing the mean of 4.79 and 4.02 respectively. These findings varied with the observations made by Harun (2017) 49 who asserted that staff were adequately trained on M & E activities. The respondents agreed to the statement that staff training was a key determinant of how M & E was carried out as the mean of 3.89 shows. This implies that training should hence be continuous activity in order to permit the evaluators to be aware of what is expected of them. The implication is that on improving staff training pertaining M & E the performance of CDF projects will improve.

4.4.5 Performance of CDF Projects

This sub section investigates the extent to which the indicators of performance, that is, quality, time and cost are influenced by M & E. The respondents were queried on the timeliness of the projects in terms of completion, whether they covered the scope and within the specified budget. The weighted averages on particular measures regarding the completion of the CDF projects in Kuria West Constituency are presented in Table 4.12.

Table 4.12: Completion of the CDF projects Statement Mean Std.Dev

CDF projects were completed within provided timeframe, budget 2.79 1.23 and as per planned product/scope

Source: Survey data (2018)

The study indicated that the performance of CDF projects in Kuria West Constituency was below average as the mean of 2.79 indicates. These results are consistent with the findings of Nyingi (2017) who conducted a study on project management practices that influenced performance in Kasarani Sub-County. Nyingi (2017) established that less than half of the

CDF projects were not completed on time, had cost overrun and did not meet the anticipated scope. There were scenarios where certain projects exceeded the time that was assigned to their implementation.

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On the other hand, there were some projects that had budget overrun implicating that there could have been the possibility of embezzlement and misappropriation of funds due to lack of adequate M & E. Other projects were not done as per the planned scope. This implies that the end product does not meet the expected standards thus rendering the same ineffective towards spurring development. This hence is proof enough that there is dire need for effective M & E implementation in Kuria West Constituency.

The respondents were also asked to provide information regarding the phases of projects that the CDFC recommended further funding to complete. The findings are tabled in Table

4.13.

Table 4.13: Phases of Projects Recommended for further Funding by the CDFC Phase Frequency Percentage

Project Initiation 4 4.60

Project Planning 9 10.34

Project Implementation 35 40.21

Project M & E 31 35.63

Project Close-out 8 9.22

Total 87 100

Source: Survey data (2018)

The study intended to establish the phases which the CDFC recommended for more funding to complete the projects in Kuria West Constituency. The respondents agreed that the recommendations are done mainly for the implementation stage and the M & E phase.

Other phases were moderately low with regards to requirements for more funding. The findings show that more than 50% of the projects required more funding before they could be completed. Nabulu (2015) held similar conclusion by asserting that the current allocation for M & E exercise is not sufficient and that the same required to be increased.

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This implies that for M & E to contribute effectively in enhancing the performance of CDF projects further funding is inevitable.

Respondents were required to offer data regarding the percentage of the budget that was allocated for M & E exercise in CDF projects that they were involved in. The findings of the study were as presented in Figure 4.1.

Figure 4.1: Percentage spent in undertaking M & E of CDF projects Source: Survey data (2018)

The study illustrated that less than 3% of entire budget is spent on M & E in majority of the projects that are conducted in Kuria West Constituency considering the 38 respondents who concurred with the statements. Twenty three of the respondents indicated that about

5% of the budget is spent on M & E while 14 other believed it surpassed the 5% mark.

These findings show that some of the committees spent more funds than recommended on

M & E which could be due to the inadequacy of the allocated budget. Similar observations were made in the Kuria West constituency report by the Office of the Auditor General in

2017.

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The respondents were asked to offer their opinions on whether the funds allocated for M &

E are disbursed sufficiently to all the projects in Kuria West Constituency. The information offered by the respondents is presented in Table 4.14.

Table 4.14: Disbursement of the M & E Funds Opinion Frequency Percentage

Yes 40 45.98

No 47 54.02

Total 87 100.00

Source: Survey data (2018)

The research sought to investigate whether the funds disbursed were sufficient for CDF projects in Kuria West Constituency. From the findings, majority of the respondents believed that the disbursement of the funds was not sufficient as indicated by 54.02% while

45.98% of the respondents were contented with way the funds were distributed to the projects. These results imply that the funds required for M & E were not disbursed as required which might be the reason why some projects to lagged behind.

The respondents were asked to provide their opinions on how the independent variables of stakeholder participation; technical capacity of M & E; budgetary allocation for M & E; and staff training on M & E influenced the performance of the projects in the locality. The results from the research are presented in Table 4.15.

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Table 4.15: Extent to which the Factors of M & E Influenced Performance of CDF Projects Explanatory Variable Extent Minimal Moderate extent Great Extent Total extent Stakeholder participation 2 15 70

Technical skills 5 18 64 87 Budgetary allocation 3 17 67

Staff Training 12 24 51

Source: Survey data (2018)

The study sought to establish the extent to which the four factors of M & E influenced the performance of the CDF projects in Kuria West Constituency. Majority of the respondents indicated that stakeholder participation was very influential in the performance of the project as shown by the 70 respondents in agreement because the staff and committee members were geared to proving their worth in the projects that they undertook. Technical skills of the committee members also ranked highly with 64 members acknowledging the influence that it has on projects as of great extent. Budgetary allocation also ranked highly with 67 respondents agreed with the influence that it impacted on performance of CDF projects. Staff training seemed to cast some doubt with about 36 of the respondents believing it was moderately influential on the performance of CDF projects in Kuria West constituency.

4.5 Multiple Regression Analysis

In this study, multiple regression analysis was carried out to gauge the influence of stakeholder participation, level of technical capacity of the M & E, budgetary allocation for the M & E and influence of staff training in M & E on the performance of CDF projects in

Kuria West Constituency. Statistical Package for Social Sciences (SPSS) Version 21 was used to code and compute measurements of multiple regressions. The model summary is presented in Table 4.16. 54

Table 4.16: Model Summary

Model R R Square Adjusted R Std Error of Square the Estimate

1 0.923 0.852 0.763 0.229

Source: Survey data (2018)

The Adjusted R Square is a coefficient of determination that indicates the variation in the

CDF project performance due to changes in the stakeholder participation, level of technical capacity of the committee members, budgetary allocation and staff training. The results in the table above indicate the adjusted R Squared to be 0.763 meaning that a variation of

76.3% on performance of CDF projects in Kuria West Constituency is due to the inclusion of the four variables. Consequently, 23.7% variation in performance of CDF projects cannot be explained by the four variables and this creates room for further research.

Table 4.17: Analysis of Variance Model Sum of df Mean F Sig. Squares Square

Regression 3.413 4 .853 56.560 0.0010

Residual 1.252 83 .015

Total 4.665 87

Source: Survey data (2018)

Critical value = 2.48 According to the ANOVA Statistics, the research established the regression model is plausible for drawing conclusions on the population parameter since the p-value is less than alpha(α) at 95% confidence level (that is, p=0.001, α=.05). The F-value as per calculation was greater than the critical value (56.560>2.48) which indicates that M & E participation by stakeholders, level of technical capacity, budgetary allocation and staff training on M &

E all bear a significant influence on the performance of CDF projects in Kuria West

Constituency. 55

Table 4.18 Regression Coefficients Model Unstandardized Standard t Sig. Coefficients Coefficients

B Std. Error Beta

(Constant) 1.764 1.033 1.613 .001

Stakeholders .492 .112 .208 4.478 .012 Participation

Technical .434 .098 .229 4.352 .003 Capacity

Budgetary .423 .089 .217 4.897 .002 Allocation

Staff Training .314 .115 .256 3.615 .023

Source: Survey data (2018)

From the data above the regression equation was:

Y=1.764+0.492X1+0.434X2+0.423X3+0.314X4

According to the above regression equation, it is evident that holding M & E participation by stakeholders, the level of technical capacity, budgetary allocation and staff training on

M & E to a constant zero, the performance of CDF projects in Kuria West Constituency would be at 1.764.

A unit increase in the stakeholder participation would in turn increase the performance by a factor of 0.492. This means increasing the level of stakeholder participation will lead to increased performance of CDF projects. The findings confirm that stakeholder participation had a statistically significant influence at 5% level of significance since the p-value was less than alpha (p = .012, α = 0.05). The findings are congruent with the conclusions made by Jemutai (2014). Similarly, Manei (2016) held the same position that lack of stakeholder participation impedes project performance.

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The study established that by increasing the level of technical capacity by a unit this would lead to an increase the performance of the CDF projects by a factor of 0.434. From the findings represented in Table 4.18 (p=0.003, α = 0.05) there was a statistically significant relationship at 5% level of significance between technical capacity and the performance of

CDF projects in Kuria West Constituency. This implies that improving the technical capacity of the M & E team would lead to an increase in performance of CDF projects.

These findings are in agreement with literature, that is, Mwangi et al. (2015) as well as

James (2015) that technical capacity of M & E team has a positive impact on the performance of CDF projects.

The findings of the study indicate that a unit increase in budgetary allocation would foster a change by a factor of 0.423 on the CDF projects performance. It was noted that at 5% level of significance, budgetary allocation for M & E had a statistically significant influence on the performance of CDF projects in Kuria West Constituency (p=0.002, α = 0.05). The implication is that if the amount allocated for M & E is increased then the exercise is going to be effective and the same will promote performance of CDF projects. The findings were in harmony with the conclusions made by Nabulu (2015) that budgetary allocation for M &

E influences performance of CDF projects.

From the findings a positive unit change in staff training on M & E would increase the level of performance of CDF projects by a factor of 0.314. The connection between staff training and performance of CDF projects was statistically significant at 5% significant level (p=0.023, α = 0.05). This implies that increasing the level of M & E staff training would impact positively the performance of CDF projects in Kuria West Constituency.

These findings are inconsistent with the observations made by Harun (2017) who asserted that staff were adequately trained on M & E activities and hence further training was not a necessity. 57

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This study was an endeavor to add knowledge to the understanding of the influence of M &

E on the performance of CDF projects. The sections have been done based on the objectives of the study; stakeholder participation, technical skills of the M & E team, budgetary allocation for M & E, and staff training in M & E. This chapter thus is a presentation of a summary of the findings, discussions, conclusion as well as recommendations within the context of the study findings. It further presents contributions of the study to the existing body of knowledge and gives suggestions for further research.

5.2 Summary of the Study

Constituency Development Fund (CDF) in Kenya was a decentralization initiative that was aimed at devolving resources from the national government to the grass-root level. Despite the huge allocations and disbursement of the funds to the various constituencies since its inception in 2003, CDF funded projects have performed dismally in meeting their objectives. Kuria West constituency has lagged behind in terms of development whereby maternal mortality, cattle rustling (a security concern) as well as poor primary to secondary transition has not improved. It is due to these concerns that this study sought to examine how monitoring and evaluation influenced performance of CDF projects in Kuria West constituency.

To establish the influence of M & E on the performance of CDF projects in Kuria West constituency, the study evaluated the effects stakeholder participation in M & E; level of technical capacity in M & E team; budgetary allocation for M & E; and staff training on M

& E influenced performance of CDF projects in Kuria West constituency. The study used 58 descriptive research design and stratified random sampling. Structured questionnaires were used for data collection whilst multiple regression analysis was undertaken to establish the relationship between the independent and dependent variables.

5.2.1 Influence of Stakeholder Participation on the Performance of the CDF Projects

The study confirmed that there was a statistically significant relationship between stakeholder participation and performance of CDF projects in Kuria West constituency.

Hence, an increase in stakeholder participation in M & E led to an increase in performance of CDF projects in Kuria West Constituency. It was evident that the M & E of projects was a collective responsibility that involved most stakeholders. It was evident that the M & E of projects was a collective responsibility that involved most stakeholders. However, it was established that stakeholders were not: frequently engaged by the CDFC team to review of project achievements against set objectives; keen in attending and giving their contributions in project site meetings; encouraged to give their evaluations on both completed phases of projects and completed projects.

5.2.2 Influence of Technical Capacity of M & E Team on Performance of CDF Projects

The study sought to establish the influence of the technical capacity of M & E team on the performance of projects in Kuria west constituency. The study found that an increase in M

& E technical capacity on M & E led to an increase on the performance of CDF projects in

Kuria West constituency. The relationship between the technical capacity of M & E team and the performance of CDF projects was statistically significant. The respondents opined that the evaluators engaged for M & E were not academically and professionally qualified to undertake the exercise. However, most of the respondents asserted that the evaluators did not possess the requisite experience. However, for the few who were qualified, job allocation and designation was done based on the academic and professional qualifications.

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Most of the respondents did not see the need of CDF capacity building having a separate kitty which is separate from monitoring and evaluation.

5.2.3 Influence of Budgetary Allocation for M & E and Performance of CDF Projects

The study sought to establish the influence of budgetary allocation for M & E on the performance of CDF projects in Kuria West constituency. This investigation established that an increase in M & E budgetary allocation would lead to improved performance of

CDF projects in Kuria West constituency. This relationship was significant statistically.

Most of the respondents agreed that the community was aware of the amounts allocated for

CDF projects’ M & E and that budgetary allocation for M & E in undertaking CDF projects was not characterized by a silo approach. A majority of the respondents also indicated that the current budgetary allocation for M & E was insufficient should be increased so as to improve on the overall projects performance. The respondents also felt there was no need for the CDF project budget to have a clear and separate provision for M & E events. The respondents agreed that budget committees existed for all CDF projects within the

Constituency.

5.2.4 Influence of Staff Training in M & E and Project Performance

The investigation also sought to establish the influence of staff training in M & E on the performance of CDF projects in Kuria west constituency. The study revealed that an increase in staff training on M & E would lead to increase on performance of CDF projects in Kuria West constituency. Statistically, the relationship was significant. A majority of the respondents agreed that during the planning stage of each project, training on M & E was factored for and that staff members undertook short course on M & E but the same was not sufficient enough to warrant them as properly trained. However, the findings were neutral as to whether: needs assessment was frequently undertaken by the CDFC in order to identify knowledge gap in M & E; M & E trainings were conducted regularly; frequent

60 training needs assessment was done to identify the knowledge gaps that may exist in M &

E. The study revealed that the CDFC should incorporate M & E training as a core funding requirement for all the CDF projects.

5.3 Conclusion

The general objective of the study was to investigate the influence of M & E on the performance of CDF projects in Kuria West Constituency. There has been increasing concern among researchers and scholars to comprehend and establish the specific influence of various determinants of performance of CDF projects in Kenya. The study revealed that all the four independent variables (stakeholder participation, technical capacity, budgetary allocation and staff training) had an influence on the performance of CDF projects.

The research established that stakeholder participation in M & E was influential to the performance of the CDF projects. The success of the project was directly and indirectly related to stakeholder participation despite the fact that the CDFC team neglected the stakeholders in some of the key phases in the process. The evaluations of the stakeholders should be taken into account by the project team to ensure they have a wide spectrum of ideas to improve the performance of the CDF projects. Therefore, the study concluded that insufficient level of stakeholder participation in M & E process impedes the overall performance of CDF projects in Kuria West constituency.

The study revealed that the technical capacity of M & E committee members should be prioritized and the selection process based mainly on merit. The M & E process should be handled by people who have the required expertise and experience so as to handle any technical issues that might arise. Duties and role allocation should be done in accordance to the qualifications, both academic and professional, of the project team members. With the information, the study concludes that level of technical capacity in M & E has positive effects on the performance of projects in Kuria West constituency. 61

The study established that budgetary allocation for M & E is vital in incentivizing the staff and committee to foster better performance from the duties and activities allocated to them.

The budget of the M & E process should be increased from the current CDF Act allocation so that it can cover the expenses that accompany the process fully without delays and inconveniences. The disbursement of the funds should also be sufficient for all the projects in the area. This information led to the conclusion that budgetary allocation fostered positivity in the performance of the CDF project in Kuria West constituency.

The research revealed that regular staff training on M & E offers the members the requisite tools and ideas useful in the implementation of the monitoring and evaluation process. The training program should be done regularly and in all phases of the project. The training process was mostly factored in during the initial phases like planning and implementation to ensure that the team was well equipped to tackle the issues and risks that may arise in the process. The research showed that, even though, the training was important in the performance of the projects it was not considered a huge determinant of how the M & E was carried out. The staff members undertook short courses on M & E but they were not sufficient enough to warrant them as properly trained. The study revealed that the CDFC should incorporate M & E training as a core funding requirement for all the CDF projects.

5.4 Recommendations

The findings of this study show that stakeholders are not sufficiently engaged by the CDFC team when it comes to reviewing the project achievements against set objectives. The study also notes that stakeholders do not attend and/or give their contributions in project site meetings. This hinders performance of CDF projects in Kuria West constituency. From these findings, there is therefore the need for CDFC and other projects team officials to sensitize the stakeholders on the importance of attending meetings aimed at reviewing the set objectives so as to improve the overall performance of CDF projects. 62

The findings of this investigation also observe that evaluators of the projects do not possess enough experience as well as skills to undertake their roles. The study thus recommends that the CDF projects committee can thus benefit from engaging personnel from the private sector who have more experience in running of projects and who can easily bring on-board transferrable skills. This shall help in improving the performance of CDF projects in Kuria

West constituency.

Monitoring and Evaluation of the projects needs to be done in every stage of the project implementation. The process will offer tangible information regarding the progress of the project. The team responsible should also present information on M & E periodically so as to influence the decision-making process. The percentage allocated to monitoring and evaluation should be clearly stated by the CDF projects. The amount allocated for M & E should be increased from the current allocation so as to make sure all the CDF projects are comprehensively monitored and evaluated.

5.5 Implications on Policy

The findings from this investigation will advise the development and actualization of important policies for CDF projects as well as other community development projects so as to improve on the performance of projects. The government should formulate policies to make it mandatory for CDFC to involve stakeholders in review of project achievements against set objectives as well as to give their evaluations on completed phases of projects.

Parliament should also formulate and enforce policies that make it mandatory for M & E team to have the respective technical skills before they are engaged. The government should also consider increasing the budgetary allocation for M & E exercise on CDF projects. Policy should be formulated to ensure that needs assessment is done for training the M & E team identifying knowledge gaps and filling the same.

63

5.6 Suggestions for Further Research

The research variables, stakeholder participation, technical capacity, budgetary allocation, and staff training, are part of the influencers of performance of CDF projects in Kuria West

Constituency. The research suggests that there are other variables that may be responsible for the performance of CDF projects that have not been explained by this research and should be explored as well. Studies in the future could consider inclusion of more variables like moderating and/or intervening variables such as political environment to gain a further understanding on the influencers of project performance.

Given the significant role that Non-Governmental Organizations and other Community

Based Organizations play through projects that improve the social and livelihood development in the country, future studies could focus on such projects to establish whether there could be any new dimensions on various influencers of project performance.

Studies in the future may also employ other research designs such as case study design for specific projects to obtain deeper insights on the influence of various variables influencing performance of projects.

64

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APPENDIX I: INTRODUCTORY LETTER

RE: PARTICIPATION IN RESEARCH

Dear respondent,

I am a postgraduate student pursuing a degree of Master of Business Administration

(Project Management) at Kenyatta University. As part of this course, I am carrying out a study on the influence of Monitoring and Evaluation on Constituency Development Funded projects in Kuria West Constituency. In this respect you have been selected to participate in this study as a respondent. The attached questionnaire is for gathering data, which will be useful in the aforementioned research. I therefore request you to kindly facilitate the collection of the required data by answering the questions herein.

Please note the information sought is purely for academic purposes and will be treated with utmost confidentiality.

I look forward to your co-operation.

Yours faithfully,

Lawrence Gathenge Wambua

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APPENDIX II: QUESTIONNAIRE

THE INFLUENCE OF M & E ON THE PERFORMANCE OF CONSTITUENCY DEVELOPMENT FUNDED PROJECTS IN KURIA WEST CONSTITUENCY

The purpose of this questionnaire is to help collect data for a Masters of Business Administration project in Kenyatta University.

All respondents and information provided will be treated as confidential.

Respondent no……………………………………………….

SECTION A: BACKGROUND OF RESPONDENTS

Please answer the following questions by placing a tick [] where necessary in the spaces provided.

1. What is your age?

18 – 25 [ ] 26 – 35 [ ]

36 – 45 [ ] 46 – 55 [ ]

56 and above [ ]

2. What is your gender?

Male [ ] Female [ ]

3. What is your highest academic qualification?

KCPE [ ] KCSE [ ]

Certificate [ ] Diploma [ ]

Bachelors degree [ ] Post graduate [ ]

4. Which other professional training do you have?......

5 i). In your constituency which organizations are funding projects?

CDF [ ]

NGOs [ ]

Community Based Organizations [ ]

Others (please specify)......

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(ii). Are you aware of CDF projects?

Yes [ ] No [ ]

6. Are you a member of any committee that handles CDF?

Yes [ ] No [ ]

7. If yes to no.6 above which committee are you a member?

Constituency Development Fund [ ]

Project Management Committee [ ]

Others (please specify)......

SECTION B: STAKEHOLDERS’ PARTICIPATION IN M & E AND THE PERFORMANCE OF CDF PROJECTS

8. The following table indicates various statements on how stakeholders’ participation in monitoring and evaluation influence the performance of CDF projects.

Using a scale 1-5, Please tick () all as appropriate. 5. Strongly Agree 4. Agree 3. Neither agree nor disagree 2. Disagree 1. Strongly Disagree

Statement 5 4 3 2 1

Monitoring and Evaluation projects is a collective responsibility that involves all stakeholders

Stakeholders are often engaged by the CDFC team to review of project achievements against set objectives

Stakeholders are involved in work plan review

Stakeholders are involved in identifying corrective actions to address issues and risks properly

Regular group discussions are organized by the CDFC to gauge the progress and performance of the CDF projects. Stakeholders attend and give their contributions in project site meetings

Stakeholders are encouraged to give their evaluations on both completed phases of projects and completed projects

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9. During the project monitoring and evaluation, has there been, in the best of your knowledge, formal meetings engaging stakeholders, to give an update of the progress of the project?

Yes [ ] No [ ]

10. Are stakeholders views, concerns or recommendations solicited concerning the Monitoring and Evaluation of the CDF projects?

Yes [ ] No [ ]

11. If ‘Yes’ to No. 10 above, how are the views, concerns or recommendations valued?

Very well [ ]

Fairly well [ ]

Not met at all [ ]

SECTION C: TECHNICAL CAPACITY IN M & E TEAM AND PERFORMANCE OF CDF PROJECTS

12. To what extent do you consider technical capacity in monitoring and evaluation influences performance of CDF projects in Kuria West Constituency?

Using a scale 1-5, Please tick () all as appropriate. 5. Strongly Agree 4. Agree 3. Neither agree nor disagree 2. Disagree 1. Strongly Disagree

Statement 5 4 3 2 1

Evaluators are academically and professionally qualified to undertake the M & E exercise.

Evaluators possess the requisite experience and skills

Job allocation and designation is done based on Evaluators’ academic and professional qualifications. CDF capacity building should have separate kitty from monitoring and evaluation.

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SECTION D: BUDGETARY ALLOCATION FOR M & E AND PERFORMANCE OF CDF PROJECTS

13. To what extent do you consider that budgetary allocation of monitoring and evaluation influences the performance of CDF projects in Kuria West Constituency?

Using a scale 1-5, Please tick () all as appropriate. 5. Strongly Agree 4. Agree 3. Neither agree nor disagree 2. Disagree 1. Strongly Disagree

Statement 5 4 3 2 1

The Community is aware of the amounts allocated for CDF projects’ monitoring and evaluation

Budgetary allocation for monitoring and evaluation in undertaking CDF projects is predominantly characterized by a silo approach

Monitoring and evaluation budget should be more than 3 percent of the entire CDF budget

The project budget should provide a clear and adequate provision for monitoring and evaluation events.

Budget committees are in place for all CDF projects within the

Constituency.

SECTION E: STAFF TRAINING ON M & E AND PERFORMANCE OF CDF PROJECTS

14. To what extent do you consider staff training in monitoring and evaluation influences performance of CDF projects in Kuria West Constituency?

Using a scale 1-5, Please tick () all as appropriate. 5. Strongly Agree 4. Agree 3. Neither agree nor disagree 2. Disagree 1. Strongly Disagree

SECTION F: PERFORMANCE OF CDF PROJECTS

15. Please indicate the extent to which you agree with the following statements regarding the performance of CDF projects.

Using a scale 1-5, Please tick () all as appropriate. 5. To a very great extent 4. To a great extent 3. Neither great nor low extent 2. Low extent 1. Very low extent

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5 4 3 2 1

CDF projects were completed within provided timeframe

CDF projects are completed within Budget

The completed CDF projects are as per the planned product/scope

16. Which phase of projects does the CDFC recommend for further funding?

Project Initiation [ ] Project Planning [ ]

Project Implementation [ ] Project M & E [ ]

Project Close-out [ ]

17. Approximately what percentage has been spent in undertaking M & E of CDF projects in your area?

Less than 1% [ ]

1%-3% [ ]

4%-5% [ ]

Over 5% [ ] ii) In your own opinion are funds disbursed sufficient?

Yes [ ] No [ ]

If No, comment on what percentage may be sufficient......

18. How do the following factors in monitoring and evaluation influence the performance of CDF projects? Use a scale of 3-1 where 3= great extent, 2=Moderate extent, and 1= minimal extent.

Stakeholders participation [ ] Technical skills [ ]

Budgetary allocation [ ] Staff Training [ ]

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APPENDIX III: RESEARCH APPROVAL LETTER

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APPENDIX IV: RESEARCH AUTHORIZATION LETTER

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APPENDIX V: RESEARCH PERMIT

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APPENDIX VI: TARGET POPULATION

NO. YEAR PROJECT NAME PROJECT ACTIVITY STATUS

1 2013/14 TARANG'ANYA HIGH SCHOOL ROOFING,PLASTERING OF STOREY COMPLETE 2 2013/14 TARANG'ANYA GIRLS BOARDING WALLING STOREY DOMITORY COMPLETE CHACHA MORONGE 2013/14 3 SECONDARY CONSTRUCTION OF A NEW DOMITORY COMPLETE 4 2013/14 NYAMETABURO SECONDARY CONSTRUCTION OF A NEW DOMITORY COMPLETE 5 2013/14 KURUTIYANGE SECONDARY CONSTRUCTION OF LABORATORY COMPLETE 6 2013/14 NYAMAGAGANA GIRLS SEC CONSTRUCTION OF A NEW LABORATORY COMPLETE 7 2013/14 NYANCHABO PRIMARY SCHOOL FIXING WINDOW,DOORS OF DOMETRY COMPLETE 8 2013/14 KOMOSOKO MIXED SECONDARY CONSTRUCTION OF A NEW LABORATORY COMPLETE 9 2013/14 KUBWEYE MIXED CONSTRUCTION OF A NEW DOMITORY COMPLETE 10 2013/14 NYABIRONGO GIRLS CONSTRUCTION OF A NEW DOMITORY STALLED 11 2013/14 NYANKORE SECONDARY PLASTERING,FIXING WINDOWS,DOORS OF COMPLETE 12 2013/14 NYATECHI DISPENSARY CONSTRUCTION OF A NEW OPD BLOCK COMPLETE 13 2013/14 NYAWATANCHIRIA DISPENSARY CONSTRUCTION OF A NEW OPD BLOCK STALLED 14 2013/14 NYABOKARANGE DISPENSARY PLASTERING AND PAINTING OF OPD AND COMPLETE 15 2013/14 KEHANCHA DISTRICT HOSPITAL ROOFING,PLASTERING,FIXING MATERNITY WARD COMPLETE 16 2013/14 ISIBANIA SUB-DISTRICT CONSTRUCTION OF A NEW X-RAY BLOCK COMPLETE COMPLETE 2013/14 NYABIKAYE DISPENSARY CONSTRUCTION OF A MATERNITY WING AND NOT IN 17 USE 18 2013/14 NYASESE DISPENSARY CONSTRUCTION OF A NEW WARD STALLED 19 2013/14 NYAMETABURO DISPENSARY CONSTRUCTION OF A NEW WARD STALLED COMPLETE 2013/14 KOMBE DISPENSARY ROOFING,PLASTERING,FIXING AND NOT IN 20 USE COMPLETE MOGORI KOMASIMO HEALTH 2013/14 FIXING WINDOWS AND NOT IN CENTRE 21 USE NYAMEKONGOROTO 2013/14 ROOFING DONE OF COMPLETE MATERNITY COMPLETE 22 DISPENSARY 23 2013/14 IRAHA DISPENSARY RENOVATION OF MATERNITY COMPLETE GWIKONGE SECONDARY 2013/14 CONSTRUCTION OF 2 NEW CLASSES COMPLETE 24 SCHOOL 25 2013/14 IKEREGE PRIMARY SCHOOL CONSTRUCTION OF NEW LATRINES COMPLETE 26 2013/14 KEBOBONO PRIMARY SCHOOL CONSTRUCTION OF TWO NEW LATRINES COMPLETE 27 2013/14 KUGITURA PRIMARY SCHOOL CONSTRUCTION OF 2 NEW LATRINES COMPLETE NYABOKARANGE MIXED 2013/14 CONTRUCTION OF A NEW ADMINSTRATION BLOCK COMPLETE SECONDARY SCHOOL 28 TARANG'ANYA GIRLS 2013/14 ROOFING,PLASTERING OF 2 NEW CLASSES COMPLETE SECONDARY SCHOOL 29 30 2013/14 ST KIZITO PRIMARY SCHOOL PLASTERING,WIRING PAINTING OF ADMIN BLOCK COMPLETE 31 2013/14 NYABIKAYE PRIMARY SCHOOL RENOVATION OF TUTION BLOCK, WIRING & PAINTING COMPLETE NYAMAHARAGA PRIMARY 2013/14 CONSTRUCTION OF 8 NEW LATRINES COMPLETE 32 SCHOOL NYAMAHARAGA P.A.G PRIMARY 2013/14 CONSTRUCTION OF A NEW STOREY TUTION BLOCK COMPLETE SCHOOL 33 NYAMAHARAGA SECONDARY COMPLETE 2013/14 WAILLING,SLABING,FIXING DOORS SCHOOL AND IN USE 34 80

COMPLETE 2013/14 KEBURUI PRIMARY SCHOOL CONSTRUCTION OF 2 NEW CLASSES AND NOT IN 35 USE 36 2013/14 NYANGITI PRIMARY SCHOOL CONSTRUCTION OF 1 NEW CLASSES COMPLETE COMPLETE 2013/14 BINGUTWI PRIMARY SCHOOL CONSTRUCTION OF 1 NEW CLASSROOM 37 AND IN USE 38 2013/14 SORORE PRIMARY SCHOOL PLASTERING & FIXING WINDOWS TO ADMIN BLOCK COMPLETE 39 2013/14 GUKIPIMO PRIMARY SCHOOL CONSTRUCTION OF 2 NEW CLASSES COMPLETE NYAMETABURO MIXED 2013/14 COMPLETE 40 SECONDARY WALLING & PLASTERING DINING HALL GETONG'ANYA PRIMARY 2013/14 RENOVATION OF TUTION BLOCK, WIRING & PAINTING COMPLETE 41 SCHOOL GETONG'ANYA SECONDARY 2013/14 PLASTERING,FIXING CEILLING,WIRING COMPLETE 42 SCHOOL NYAMARARANGERE PRIMARY ROOFING PLASTERING,FIXING 2013/14 STALLED SCHOOL DOOR,WINDOWS,CEILLING ADMIN 43 44 2013/14 KOMBE PRIMARY SCHOOL RENOVATION OF TUTION BLOCK COMPLETE 45 2013/14 SAGEGI PRIMARY SCHOOL WIRING OF TUTION & FENCING COMPLETE KURUTIYANGE PRIMARY 2013/14 RENOVATION OF TUTION COMPLETE 46 SCHOOL RENOVATION OF TUTION BLOCK[PLASTERING,WIRING 2013/14 MASABA PRIMARY SCHOOL COMPLETE & PAINTING] 47 48 2013/14 MASABA SECONDARY SCHOOL ROOFING,PLASTERING,OF CLASSES COMPLETE 49 2013/14 NTIYANGE POLYTECHNIC CONSTRUCTION OF 2 NEW CLASSES REALLOCATED NYAMAGAGANA PRIMARY 2013/14 RENOVATION OF TUTION BLOCK COMPLETE 50 SCHOOL KOROBUNYIGE PRIMARY 2013/14 RENOVATION OF TUTION BLOCK COMPLETE 51 SCHOOL NYAMEKONGOROTO ADULT 2013/14 CONSTRUCTION OF 2 NEW CLASSES COMPLETE EDUCATION CENTRE 52 53 2013/14 RONGABI PRIMARY SCHOOL RENOVATION OF TUTION BLOCK COMPLETE 54 2013/14 ISIBANIA TECHNICAL INSTITUTE CONSTRUCTION OF 2 NEW CLASSES COMPLETE 55 2013/14 KIBURANGA PRIMARY SCHOOL CONSTRUCTION OF I NEW CLASS COMPLETE 56 2013/14 ROKERE PRIMARY SCHOOL ROOFING,PLASTERING OF COMPLETE 2 CLASSES COMPLETE 57 2013/14 BOGAMBERO PRIMARY SCHOOL CONSTRU CTION OF 1O DOORS LATRINES COMPLETE 58 2013/14 NYAMWINI PRIMARY SCHOOL RENOVATION OF TUTION BLOCK COMPLETE 59 2013/14 BIAMITI PRIMARY SCHOOL CONSTRUCTION OF 2 NEW CLASSES COMPLETE 60 2013/14 NGOCHONI PRIMARY SCHOOL CONSTRUCTION OF3 CLASSES COMPLETE ST MATHIAS NYAMOSENSE SEC 2013/14 CONSTRUCTION OF 3 NEW CLASSES COMPLETE SCHOOL 61 62 2013/14 ROSABARE PRIMARY SCHOOL CONSTRUCTION OF 4 NEW CLASSES COMPLETE 63 2013/14 GOSESE PRIMARY SCHOOL CONSTRUCTION OF 1 NEW CLASSES COMPLETE 64 2013/14 IRAHA PRIMARY SCHOOL CONSTRUCTION OF 2 NEW CLASSES COMPLETE BURIMAGONGO PRIMARY 2013/14 CONSTRUCTION OF 1 NEW CLASSES COMPLETE 65 SCHOOL NYANGOGE SECONDARY 2013/14 CONSTRUCTION OF 2 NEW CLASSES COMPLETE 66 SCHOOL 67 2013/14 TONGERIA DISPENSARY WALLING & ROOFING OF OPD BLOCK COMPLETE 68 2013/14 BUGUMBE HEALTH CENTRE CONSTRUCTION OF A NEW MATERNITY BLOCK STALLED 69 2013/14 NGISIRU DISPENSARY CONSTRUCTION OF A NEW MATERNITY BLOCK COMPLETE 70 2013/14 ROBARISIA DISPENSARY ROOFING PLASTERING OF OPD BLOCK COMPLETE 71 2013/14 MASABA HEALTH CENTRE FIXINGI WINDOW PANES COMPLETE 81

72 2013/14 KOMOSOKO DISPENSARY ROOFING,PLASTERING ONGOING TWIN HOUSE COMPLETE 73 2013/14 MAMBISO CULVERT CONSTRUCTION OF A NEW CULVERT COMPLETE 74 2013/14 ROBI NYABITARA CULVERT CONSTRUCTION OF A NEW CULVERT COMPLETE 75 2013/14 NYAMWINI BRIDGE CONSTRUCTION OF A NEW BRIDGE COMPLETE 76 2013/14 MABERA RESOURCE CENTRE CONSTRUCTION OF A NEW RESOURCE CENTRE STALLED 77 2013/14 PURCHASE OF CDF MOTOR PURCHARSE OF CDF MOTORCYLE(SUZUKI 125CC) COMPLETE 78 2013/14 GWIKONGE PRIMARY SCHOOL CONSTRUCTION OF LATRINES $ FENCING COMPLETE 79 2013/14 ROBARISIA PRIMARY SCHOOL CONSRUCTION OF LATRINES $ FENCING COMPLETE 80 2013/14 KOMOMANGE SECONDARY ROOFING,PLASTERING OF ADMIN BLOCK COMPLETE 81 2013/14 TARANG'ANYA DO'S RESIDENCE PAINTING,WIRING OF ONGOING DO'S COMPLETE 82 2013/14 ISIBANIA DO'S RESIDENCE PAINTING,WIRING OF ONGOING DO'S COMPLETE 83 2013/14 NYAMETABURO AP LINE CONSTRUCTION OF NEW AP LINE COMPLETE BUGUMBE CENTRAL CHEIFS 2013/14 ROOFING,PLASTERING OF AN ONGOING OFFICE COMPLETE 84 OFFICE NYANKORE ASSISTANT CHIEFS 2013/14 CONSTRUCTION OF A NEW ASSISTANT CHIEFS OFFICE COMPLETE OFFICE 85 KURIA WEST SPORTS 2013/14 ORGANISING A FOOTBALL TOURNAMENT COMPLETE 86 TOURNAMENT 87 2013/14 IKEREGE SECONDARY SCHOOL EXTENSION OF DISTRBUTION LINES COMPLETE NTUNYIGI WATER SUPPLY 2013/14 LINES[KUMUMWAMU BORE EXTENSION OF DISTRIBUTION WATER PAN COMPLETE 88 HOLE] 89 2013/14 KOROSARO WATER PAN EXCAVATION OF A NEW WATER COMPLETE MASABA WATER SUPPLY 2013/14 PIPING WATER FROM MASABA BORE COMPLETE 90 BOREHOLE 91 2013/14 KUMUMWAMU BOREHOLE SINKING OF A NEW BORE HOLE STALLED 92 2013/14 KOMOREGE PRIMARY SCHOOL RENOVATION OF TUTION BLOCK COMPLETE NYABIRONGO MIXED PRIMARY 2013/14 RENOVATION OF TUTION BLCOK COMPLETE SCHOOL 93 94 2013/14 KUBWEYE PRIMARY SCHOOL CONSTRUCTION OF 2 NEW CLASSES COMPLETE 95 2013/14 ST MARYS MABERA GIRLS WALLING $ ROOFING OF COMPUTER LAB COMPLETE KUGISINGISI SECONDARY 2013/14 PLASTERING FIXING WINDOWS,DOORS COMPLETE 96 SCHOOL PROVISION OF TREE SEEDLINGS FOR DEV.OF A 2013/14 ISIBANIA PRIMARY SCHOOL COMPLETE WOODLOT 97 PROVISION OF TREE SEEDLINGS FOR DEV.OF A 2013/14 MASABA PRIMARY SCHOOL COMPLETE WOODLOT 98 PROVISION OF TREE SEEDLINGS FOR DEV.OF A 2013/14 GUKIPIMO PRIMARY SCHOOL COMPLETE WOODLOT 99 KOMOMANGE PRIMARY PROVISION OF TREE SEEDLINGS FOR DEV.OF A 2013/14 COMPLETE SCHOOL WOODLOT 100 PROVISION OF TREE SEEDLINGS FOR DEV.OF A 2013/14 KAROSI PRIMARY SCHOOL COMPLETE WOODLOT 101 102 2013/14 NYAMETABURO H C CONSTRUCTION OF TWIN STAFF HOUSES COMPLETE MOGORI KOMASIMO HEALTH 2013/14 WIRING,PAINTING OPD BLOCK STALLED CENTRE 103 CASTING OF FLOOR SCREED AND REHABILITATION OF 3 2014/15 GWIKONGE PRIMARY SCHOOL COMPLETE CLASSES 104

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CASTING OF FLOOR SCREED AND REHABILITATION OF 4 2014/15 KOMASINCHA PRIMARY SCHOOL COMPLETE CLASSES 105 CASTING OF FLOOR SCREED AND REHABILITATION OF 4 2014/15 KEHANCHA PRIMARY SCHOOL COMPLETE CLASSES 106 FIXING CEILLING, WIRING AND PAINTING OF AN 2014/15 ST. KIZITO PRIMARY SCHOOL COMPLETE ADMIN BLOCK 107 TARANGANYA GIRLS BOARDING PLASTERING, FIXING DOORS, WINDOWS, PAINTING OF 2014/15 COMPLETE PRIMARY SCHOOL DORMITORY SLAB 108 TARANGANYA PRIMARY 2014/15 CONSTRUCTION OF 1 NEW CLASS COMPLETE 109 SCHOOL NYAMOSENSE PRIMARY 2014/15 CONSTRUCTION OF A NEW ADMINISTRATION BLOCK COMPLETE 110 SCHOOL 111 2014/15 HEKIMA PRIMARY SCHOOL CONSTRUCTION OF 1 NEW CLASS COMPLETE MURIMI OMANKO PRIMARY 2014/15 CONSTRUCTION OF 1 NEW CLASSES COMPLETE 112 SCHOOL NYAMAHARAGA P.A.G PRIMARY 2014/15 WALLIING OF AN ONGOING STOREY TUITION BLOCK STALLED SCHOOL 113 NYAMAHARAGA PRIMARY 2014/15 CONSTRUCTION OF 1 NEW CLASS COMPLETE 114 SCHOO1 115 2014/15 BINGUTWI PRIMARY SCHOOL CONSTRUCTION OF 1 NEW CLASS COMPLETE ROOFING AND FIXING WINDOWS AND DOORS OF AN 2014/15 KUGIPIMO PRIMARY SCHOOL COMPLETE ONGOING OF 2 CLASSES 116 117 2014/15 NYASESE PRIMARY SCHOOL CONSTRUCTION OF 1 NEW CLASS COMPLETE 118 2014/15 SIRORI SIMBA PRIMARY SCHOOL CONSTRUCTION OF ONE CLASSROOM COMPLETE CASTING OF FLOOR SCREED AND REHABILITATION OF 2 2014/15 TARAGWITI PRIMARY SCHOOL COMPLETE CLASSES 119 120 2014/15 BOHORERA SPECIAL SCHOOL CONSTRUCTION OF A NEW CLASSROOM COMPLETE 121 2014/15 KOMBE PRIMARY SCHOOL CONSTRUCTION OF 1 NEW CLASS COMPLETE 122 2014/15 NDAMUKIA PRIMARY SCHOOL CONSTRUCTION OF 1 NEW CLASS COMPLETE CASTING OF FLOOR SCREED AND REHABILITATION OF 4 2014/15 NTIYANGE PRIMARY SCHOOL COMPLETE CLASSES 123 NYAMAGAGANA PRIMARY CASTING OF FLOOR SCREED AND REHABILITATION OF 4 2014/15 COMPLETE SCHOOL CLASSES 124 NYAMARARANGERE PRIMARY 2014/15 ROOFING, PLASTERING, FIXING DOORS & WINDOWS COMPLETE SCHOOL 125 CASTING OF FLOOR SCREED AND REHABILITATION OF 5 2014/15 TONGERIA PRIMARY SCHOOL COMPLETE CLASSES 126 CASTING OF FLOOR SCREED AND REHABILITATION OF 3 COMPLETE 2014/15 DUVESCOCK PRIMARY SCHOOL CLASSES AND IN USE 127 ROOFING, FLOORING, FIXING OF DOORS AND 2014/15 GOSESE PRIMARY SCHOOL COMPLETE WINDOWS OF 2 CLASSES 128 129 2014/15 ISIBANIA PRIMARY SCHOOL CONSTRUCTION OF A NEW ADMINISTRATION BLOCK STALLED 130 2014/15 KENGARISIO PRIMARY SCHOOL CONSTRUCTION OF ONE CLASSROOM COMPLETE ROOFING, FIXING DOORS AND WINDOWS OF AN 2014/15 KIBURANGA PRIMARY SCHOOL COMPLETE ONGOING 2 CLASSES 131 CASTING OF FLOOR SCREED AND REHABILITATION OF 4 2014/15 KOMOSOKO PRIMARY SCHOOL COMPLETE CLASSES 132 133 2014/15 NGOCHONI PRIMARY SCHOOL ROOFING OF AN ONGOING 2 CLASSES COMPLETE 83

ST. ANNES BOARDING PRIMARY 2014/15 CONSTRUCTION OF 4 CLASSROOMS COMPLETE SCHOOL 134 CASTING OF FLOOR SCREED AND REHABILITATION OF 3 COMPLETE 2014/15 KOROGATI PRIMARY SCHOOL CLASSES AND IN USE 135 136 2014/15 KUBWEYE PRIMARY SCHOOL CONSTRUCTION OF TWO CLASSROOMS COMPLETE 137 2014/15 MUCHEBE PRIMARY SCHOOL CASTING OF FLOOR SCREED AND REHABILITATION OF COMPLETE NYABIRONGO GIRLS BOARDING 2014/15 PART FUNDING FOR PURCHASE OF SCHOOL BUS COMPLETE PRIMARY SCHOOL 138 NYABIRONGO GIRLS BOARDING ROOFING, FIXING DOORS AND WINDOWS OF AN 2014/15 COMPLETE PRIMARY SCHOOL ONGOING DORMITORY 139 CASTING OF FLOOR SCREED AND REHABILITATION OF 9 2014/15 NYANKORE PRIMARY SCHOOL COMPLETE CLASSES 140 FLOORING, FIXING DOORS AND WINDOWS OF AN 2014/15 ROKERE PRIMARY SCHOOL COMPLETE ONGOING 2 CLASSES 141 NYAMETABURO PRIMARY 2014/15 CONSTRUCTION OF ONE NEW CLASSROOM COMPLETE 142 SCHOOL 143 2014/15 IKEREGE MIXED SECONDARY CONSTRUCTION OF A NEW DORMITORY COMPLETE IKEREGE MIXED SECONDARY FLOORING, FIXING DOORS AND WINDOWS OF AN 2014/15 COMPLETE SCHOOL ONGOING MULTI PURPOSE H 144 KUGITURA MIXED SECONDARY 2014/15 CONSTRUCTION OF A NEW DORMITORY COMPLETE SCHOOL 145 NYABOKARANGE SECONDARY ROOFING, FIXING DOORS AND WINDOWS OF AN 2014/15 COMPLETE SCHOOL ONGOING ADMIN BLOCK 146 147 2014/15 KAROS SECONDARY SCHOOL CONSTRUCTION OF A NEW DORMITORY COMPLETE KEHANCHA MIXED SECONDARY 2014/15 CONSTRUCTION OF A NEW DORMITORY COMPLETE SCHOOL 148 TARANG'ANYA GIRLS 2014/15 ROOFING, PLASTERING OF CLASSES AND ADMIN COMPLETE SECONDARY SCHOOL 149 NYAMAHARAGA MIXED WALLING, FIXING DOORS, WINDOWS & PAINTING OF 2014/15 COMPLETE SECONDARY SCHOOL ADMIN BLOCK 150 151 2014/15 GOSESE PRI SCHOOL DRILLING OF BOREHOLE STALLED ISIBANIA SUB DISTRICT 2014/15 CASTING SLAB OF STOREYED X-RAY UNIT COMPLETE 152 HOSPITAL 153 2014/15 SENGEREMA CATTLE DIP CONSTRUCTION OF A NEW CATTLE DIP STALLED KENGARISIO - NYAMOKOMA 2014/15 OPENING UP OF A NEW ROAD COMPLETE 154 ROAD 155 2015/16 MABERA-KUBWEYE ROAD OPENING UP OF A NEW ROAD COMPLETE 156 2015/16 TARAGWITI-BINGWITI ROAD OPENING UP OF A NEW ROAD COMPLETE

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